Success and failure are closely related. Most successful people have experienced significant failures along their path to success. They view failures not as setbacks but as learning experiences that help them improve. Embracing failure as a natural part of progress allows one to take risks and continue striving even after mistakes. True success is only achieved by those who do not fear failure and see it as an opportunity to grow.
Making Feedback Less Stressful (HBR Webinar, February 2015)Ed Batista
Slides from my HBR Webinar on February 26, 2015. Topics include emotion (and emotion management), social threat, the SCARF model and the Net, as well as building a feedback-rich culture.
Creative Brainstorming is a way to get the most out of your team to allow them to think freely and explore the endless possibilities for coming up with themes, ideas, programs, and event elements. This presentation gives information on the process both as a facilitator and participant.
This seminar for young business graduates examines the elements of brain research, success principles and strategies for maximum happiness, fulfillment and productivity
Making Feedback Less Stressful (HBR Webinar, February 2015)Ed Batista
Slides from my HBR Webinar on February 26, 2015. Topics include emotion (and emotion management), social threat, the SCARF model and the Net, as well as building a feedback-rich culture.
Creative Brainstorming is a way to get the most out of your team to allow them to think freely and explore the endless possibilities for coming up with themes, ideas, programs, and event elements. This presentation gives information on the process both as a facilitator and participant.
This seminar for young business graduates examines the elements of brain research, success principles and strategies for maximum happiness, fulfillment and productivity
Are you OVER your job? Maybe it’s not challenging anymore, maybe you’re underpaid, or maybe your boss just doesn’t appreciate you. Whatever it is, you know it’s time for a change, but are you really ready to quit your job?
Quitting is risky, but it can also be rewarding. Are you ready to do the big Q? Take this quiz to find out.
Do you know what you are saying? Before you speak a single word, you have said so much. Your body language, facial expressions, and attitude tell their own story. A strong leader knows how to say what she means. Her voice is strong; her points are clear, and she talks about the big picture. She invests in increasing her vocabulary and uses language that reflects core values, missions, and goals. She can take these skills straight to the bank as she rises to the top.
At the end of this seminar, participants will be able to:
a. Identify top communication techniques that support clarity and purpose.
b. Explore ways to articulate mission and values.
c. Practice effective listening skills.
d. Identify individual listening and communication styles.
e. Examine personal communication challenges and ways to address them.
A basic understanding of decimals and percentages is key to any businessperson, whether tallying costs for warehouse supplies or estimating resource allocation.
Therefore learn to use decimals, addition, subtraction, multiplication, and division; and to solve problems involving percentages.
Also, knowledge of ratios and averages is indispensable in the business world. Using real-world scenarios, this course explains the concepts of ratio, proportion, and how to compare different kinds of numbers; and discusses simple, weighted, and moving averages.
Leaders need to apply psychology knowledge and tools to break the limiting beliefs of both the leader and the followers. These slides provide the tactical methods.
Are you OVER your job? Maybe it’s not challenging anymore, maybe you’re underpaid, or maybe your boss just doesn’t appreciate you. Whatever it is, you know it’s time for a change, but are you really ready to quit your job?
Quitting is risky, but it can also be rewarding. Are you ready to do the big Q? Take this quiz to find out.
Do you know what you are saying? Before you speak a single word, you have said so much. Your body language, facial expressions, and attitude tell their own story. A strong leader knows how to say what she means. Her voice is strong; her points are clear, and she talks about the big picture. She invests in increasing her vocabulary and uses language that reflects core values, missions, and goals. She can take these skills straight to the bank as she rises to the top.
At the end of this seminar, participants will be able to:
a. Identify top communication techniques that support clarity and purpose.
b. Explore ways to articulate mission and values.
c. Practice effective listening skills.
d. Identify individual listening and communication styles.
e. Examine personal communication challenges and ways to address them.
A basic understanding of decimals and percentages is key to any businessperson, whether tallying costs for warehouse supplies or estimating resource allocation.
Therefore learn to use decimals, addition, subtraction, multiplication, and division; and to solve problems involving percentages.
Also, knowledge of ratios and averages is indispensable in the business world. Using real-world scenarios, this course explains the concepts of ratio, proportion, and how to compare different kinds of numbers; and discusses simple, weighted, and moving averages.
Leaders need to apply psychology knowledge and tools to break the limiting beliefs of both the leader and the followers. These slides provide the tactical methods.
Want to be a superstar?
Interested in starting your own business but not sure how? Hop abroad the Training Track express to get you started on the right track.
Prof. Steven A. Gedeon reveals the “Success Secrets of the Motivational
Superstars”. This presentation will show you the success habits of the Motivational
Superstars and teach you how to achieve high performance in your professional and
personal life by helping you understand and integrate your aptitudes, aspirations, and core
values to transform your dreams into concrete, reality-based goals.
Prof. Steven A. Gedeon, PhD (Massachusetts Institute of Technology), MBA (University
of Toronto), PEng is a professor in the Entrepreneurship & Strategy Department at the
Ted Rogers School of Management at Ryerson University. He is a serial entrepreneur and
venture capitalist who has founded or led over a dozen private, public, venture capital and
non-profit organizations; published over 100 articles, reports and patents; and delivered
over 40 public speaking engagements and on-line videos on personal leadership,
motivation, negotiation, entrepreneurship and teaching.
All business problems are people problems. And if you become a Jedi master of understanding and customizing your approach based on behavioral understanding, you gain an unfair advantage in your career.
In world of work, the masters of the universe are usually those who have mastered people skills.
Sometimes, these skills appear to be innate. But don’t be fooled; they can be learned.
The key to interpersonal skill mastery is understanding what makes people tick and adapting your style based on that knowledge. Once you’re able to do that, you’ll gain an upper hand for your career.
In this program we shall consider the following:
•Understand what does stress means and its signs
Knowing What are the Reactions to Stress
• Understanding the Impact of Long-Term Stress.
• Understand How to Manage Stress
Define your Conflict management style.
Appreciate what is Stress management 2.0
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
4. The Day’s Agenda
• Outcomes and structure
• Commitments
• Note taking and materials
• Refreshments and lunch
• Contact information
•Email: ray@raywilliamsassociates.com
Copyright, Ray Williams 4
14. Values
Your values are those things to
which you have a strong
emotional commitment and that
which you value above other
things.
Copyright, Ray Williams 14
15. Values:
1. Are a compass to help us navigate
through life
2. Can reflect moral and ethical principles
or not
3. Helps you in making crucial decisions
4. Can assist you in aligning your beliefs
with your behavior
5. Can strengthen the body-heart-mind-
spirit connection
Copyright, Ray Williams 15
21. Values Preference Indicator
Step 1: Rank the values from 1, most
important to 21 , least important, to
you in the present time
Copyright, Ray Williams 21
22. Values Preference Indicator
Step 2: On page 4 score each value
against the others in each square, with
1 being most important and 5 being
the least important
Copyright, Ray Williams 22
23. Values Preference Indicator
Step 3: Transfer scores from page 4 to
page 5 for each value and total score
each square.
Copyright, Ray Williams 23
24. Values Preference Indicator
Step 4: On page 7 write down write
down the top 10 values from the lowest
score to the highest (lowest is 5,
highest is 25) from page 5
Copyright, Ray Williams 24
25. Values Preference Indicator
Instructions
Step 5: On page 7, make your final list of
values in column 3, based on your review of
columns 1 and 2
STOP and await further instructions
Copyright, Ray Williams 25
27. Working with Different People
What are the characteristics of those individuals you
find easiest to work with? Why?
What are the characteristics of those individuals you
find the most difficult to work with? Why?
Copyright, Ray Williams 27
28. Personality Development Factors
Bio Physical
Influences
Self Worth Personal Style
Levels Preferences
Environmental Emotional
Systems Anchors
Social
Teachers
Copyright, Ray Williams 28
29. Your Personal Style is your Natural
Predisposition Towards:
Time, People, Tasks and Situations.
Copyright, Ray Williams 29
30. Personal Style is the part of your personality
that does not change throughout life.
Copyright, Ray Williams 30
31. Personal Style: Main Concepts
Everyone has all 4 personal style dimensions to
varying degrees
Each style has strengths and limitations
Our strongest preferences and needs are often
our biggest blocks to developing ourselves
Personal Style is only one part of your Personality
Copyright, Ray Williams 31
32. Personal Style is not related to:
IQ
Morality
Ability
Health
Appearance
Culture
Gender
Family
Copyright, Ray Williams 32
34. Personal Style Indicator
Not a test
No right or wrong answers
No better or worse results – just different
There is a right way to complete the assessment
Follow the instructions
Copyright, Ray Williams 34
35. Personal Style Indicator
Score 4 as most like you and 1 the least like you
and 2 and 3 appropriately in between.
Copyright, Ray Williams 35
36. Transfer scores to pages 6 and 7Graph
B Behavioural
Action
C Cognitive
Analysis
I Interpersonal
Harmony
A Affective
Expression
20 30 40 50 60
Copyright, Ray Williams 36
37. Style Flexibility
1 Dimension Over 40 =
2 Dimensions Over 40 =
3 Dimensions Over 40 =
4 Dimensions Even =
Copyright, Ray Williams 37
38. “B” Behavioral - Tendencies
Facial expressions hard to read
Does not show emotions easily or often
Impatient with loss of time, delays
Energy experience: forceful, powerful, aloof
Very active physically, doing many things
Makes decisions quickly, no hesitation
Works hard, long hours - expects the same
Silent type, doesn’t talk much - expects the same
Copyright, Ray Williams 38
39. B – Behavioural / Action
Typical Strengths: Common Difficulties:
• Acts rapidly to get results • Can be too forceful or impatient
• Driven to achieve personal goals • Can often think their way is best/only
• High endurance under stress way
• Confident in positions of authority • Can be insensitive to needs of others
• Can often under-communicate with
others
Copyright, Ray Williams 39
40. Behavioral Action
High Need For:
Challenge
Independence
Power
Responsibility
Copyright, Ray Williams 40
41. Behavioural Action
Respond Best To:
Summarized facts
Direct, honest confrontation
Support for their goals
People who are efficient and
effective in getting results
Copyright, Ray Williams 41
42. ―C‖ Cognitive - Tendencies
Facial expressions - very obvious, frowning
Shows anger quickly, tends to hold grudges
Values being on time - expects the same
Energy experience - nervous, talks fast
Verbal challengers, critical, opinionated
Mentally active, very perceptive, “thinkers”
Works 9-5 and leaves for home
Loyal employees, good systems builders
Copyright, Ray Williams 42
43. C – Cognitive / Analysis
Typical Strengths: Common Difficulties:
• Acts cautiously to avoid errors • Can get bogged down in details
• Masterful at focusing on details • Can be too critical or negative
• Works to ensure quality control • Can be too controlling
• Critical observers with insightful • Can be unrealistic in expectations of
perceptions self/others
Copyright, Ray Williams 43
45. Cognitive Analysis
Respond Best To:
Detailed information
Respect for their opinion
Systematic and proven
approaches
Tasks done well and completely
Copyright, Ray Williams 45
46. ―I‖ Interpersonal - Tendencies
Facial expressions - small smiles, attentive
Quiet, does not talk often or for long, shy
Very patient with others, forgiving
Energy experience: gentle, kind, calm, placid
Consistent workers, steady not fast
Gets very stressed in conflict situations
Doesn’t talk much but loves to listen to others
Makes decisions slowly, needs time
Copyright, Ray Williams 46
47. I – Interpersonal / Harmony
Typical Strengths: Common Difficulties:
• Promotes harmony and balance • Can be too easy-going and trusting
• Reliable and consistent workers • Can be taken advantage of
• Flexible to other’s needs • Tend to take care of others rather than
• Compassionate care-givers self
• Can become stubborn if unappreciated
Copyright, Ray Williams 47
49. Interpersonal Harmony
Respond Best To:
Appreciation for their efforts
Non-threatening approaches
Thoughtfulness for others
Honesty and trust
Copyright, Ray Williams 49
50. ―A‖ Affective - Tendencies
Facial expressions - big smiles, laughing
Very verbal, talks to everyone, often loud
Has trouble keeping time commitments
Energy experience: creative, funny, upbeat
Lots of ideas for changing, improving
Over promises and under delivers
Has trouble focusing on one thing for long
Learns experientially, not auditory (ear)
Copyright, Ray Williams 50
52. Affective Expression
Respond Best To:
Admiration for their
achievements
Unstructured environments
Affection and communication
Opportunities to creatively
influence
Copyright, Ray Williams 52
53. A – Affective / Expressive
A – Affective / Expression
Typical Strengths: Common Difficulties:
• Can easily lose track of time
Accepting of others
• Can be unreliable in keeping promises
Intuitive problem solvers • Can have a low commitment to detail
Creatively influences people • Can have a high need to be the centre
Excel at networking with of attention
others
Copyright, Ray Williams 53
54. Read you style type descriptions on pages 7,
9, 11, and 18
Copyright, Ray Williams 54
55. Personal Style Exercise
Discuss, as a group, your greatest Personal
style strengths.
Discuss, as a group, your greatest Personal
style challenges.
What do you need to do to improve your
Personal and Business Effectiveness?
Copyright, Ray Williams 55
56. Either you control Your Personal Style or
Your Personal Style will control you!
Copyright, Ray Williams 56
62. Success: My Definition
Success is being, doing, and having
what makes you happy and fulfilled
without doing harm to yourself or
others. It is the process of aligning
meaning, emotion, spirituality, thought
and action that is at the heart of success
Copyright, Ray Williams 62
63. The Success IQ Program: Traits
and Habits of Super Successful
People
Copyright, Ray Williams 63
64. What Do Successful People Do Differently?
A Partial List
1. They are clear about what is important to
them (values)
Copyright, Ray Williams 64
65. What Do Successful People Do Differently?
2. They know how to amplify their personal
power by:
• Focusing on their strengths not weaknesses
• Managing energy not time
• Use both intentions and goals effectively
Copyright, Ray Williams 65
66. What Do Successful People Do Differently?
3. Take 100% responsibility for their life:
• Banish bad habits
• Don’t act like victims
• Are resilient
Copyright, Ray Williams 66
67. What Do Successful People Do Differently?
4. : Have strong passionate beliefs:
• Inspire themselves
• Have a compelling vision
• Don’t follow the crowd
• Are action oriented
Copyright, Ray Williams 67
68. Success
and
Happiness
Copyright, Ray Williams 68
69. What is Happiness?
Write down your definition of happiness
Recall the happiest time you’ve ever had in
life
Copyright, Ray Williams 69
70. Happiness Quiz
•Which of the following would significantly
increase your level of happiness?
1. An intimate 9. Your child
relationship excelling at school
2. A better job 10. Cure from chronic
3. A better house illness or disability
4. A more attractive 11. More money
spouse 12 More time to do
5. A baby the things you
6. Looking Younger want to do
7. Being better
looking
8. Losing weight
Copyright, Ray Williams 70
71. What Determines
Happiness?
Choices Genetics
=40% =50%
Environment
=10%
Copyright, Ray Williams 71
72. Characteristics of
Happy People
1. They nurture relationships
2. They express gratitude frequently
3. They are altruistic
4. The practice optimistic thinking
Copyright, Ray Williams 72
73. Characteristics of
Happy People (2)
5. They savor life’s pleasures and live in the
present
6. They are clear about their
values/purpose in life
7. They are resilient
Copyright, Ray Williams 73
74. Resilience
Resilience and the ability to overcome
adversity and obstacles has been
positively correlated with greater
happiness and success.
Copyright, Ray Williams 74
86. What can failure teach you?
1. You always have choices
2. Humility
3. How to survive
4. How to learn
5. Accepting the laws of impermanence and
entropy
6. Reframing your thinking of failure as experience
and ―just is.‖
Copyright, Ray Williams 86
87. Success, Failure and Motivation
How do they relate to each other?
Copyright, Ray Williams 87
88. What does research tell us about motivation?
1. Extrinsic rewards (the carrot) or
punishment (the stick) reduces intrinsic
motivation, doesn’t lead to lasting
behavior, and negatively affects
performance (Kohn)
Copyright, Ray Williams 88
89. What does research tell us about motivation?
2. True motivation boils down to three elements:
autonomy (desire to direct our own lives)
mastery (desire to continually improve at
something that matters)
purpose (the desire to do something
larger than ourselves)
Copyright, Ray Williams 89
90. What does research tell us about motivation?
3. While another person can inspire or influence
you, they cannot motivate you. Only you can
motivate you.
Copyright, Ray Williams 90
93. The elements of influence and persuasion
1. Non-verbal communication and body
language
2. Rapport
3. Verbal and written language
Copyright, Ray Williams 93
94. How are these people
demonstrating influence
and persuasion?
Copyright, Ray Williams 94
101. Influence and Persuasion:
Research-1
1. Body movements are controlled by
unconscious mind, so non-verbal
messages are not conscious
2. There is no direct correlation between
personality and behaviors of
unconscious and those of conscious
mind unless you have been trained to
be mindful and intentional
Copyright, Ray Williams 101
102. Influence and Persuasion:
Research-2
3. The conscious mind is more
influenced by words and the
unconscious by non-verbal
4. Non-verbal communication includes
body language, facial expressions,
movement, touch, distance, eye
contact, voice characteristics. Verbal is
spoken and written words
5. Women are more sensitive to body
language than men
Copyright, Ray Williams 102
103. Influence and Persuasion:
Research-3
6. Your eyes are your most powerful non-
verbal tool
• Dilated pupils seen as more
attractive than contracted
• Increased blinking rate shows
either anxiety/deception or lack of
attention
7. Your face is the best communicator of
emotions: >40 facial muscles for frown
only 14 for smile
Copyright, Ray Williams 103
104. Influence and Persuasion:
Research-4
8. Smiling is one of the most powerful
influence techniques. Fake smiles use only
the mouth, real smiles use the eyes. Smiling
is contagious and signals friendship and
warmth, non-threat
8. Arm and hand gestures: Large and slow arm
movements are more influential ; palms up
hands are less threatening
Copyright, Ray Williams 104
105. Influence and Persuasion:
Research-4
10. Posture: erect postures are positively
correlated with confidence, but differences
according to visual, auditory, kinesthetic
11. Voice: includes tone, pitch, volume, tempo,
emotion, clarity, vocabulary
12. Space: intimate: body to 18 inches; personal-
18 inches to 4 feet; social-12 feet and beyond
Copyright, Ray Williams 105
106. Influence and Persuasion:
Research-5
13. Handshakes: The worst: wet fish, vise or
bone-crunch, finger tip, pump handle. The
best—be on right side, eye contact pump only
twice, hand on top for dominance
14. Rules for reading body language:
• Read gestures in clusters
• Look for congruence between words and
body language
• Read gestures in context
Copyright, Ray Williams 106
107. Influence and Persuasion:
Magic Words
• Because
• Now
• Imagine
• Please and thank you
• Any word that persuades the
other person they are in control
• Dangerous
Copyright, Ray Williams 107
110. Establishing Rapport
1. Mirroring and matching body language
2. Matching voice pitch, tone and pace
3. Active listening
4. Focus “over there”
Copyright, Ray Williams 110
111. Establishing Rapport
1. Mirroring and matching body language
2. Matching voice pitch, tone and pace
3. Active listening
4. Focus “over there”
Copyright, Ray Williams 111
113. How to make a powerful first
impression
Copyright, Ray Williams 113
114. How to make a powerful first
impression
1. Open your attitude (positive mind
space)
2. Open your body language
3. Make eye contact real
4. Make real smile with eyes and
mouth
5. Say hi or hello with pleasant tone
and introduce yourself
Copyright, Ray Williams 114
115. How to make a powerful first
impression
6. Point your heart at the other
person
7. Extend handshake first
8. Lean forward
9. Make open body gestures slow
and deliberate
10.Stop talking, listen and watch
other person’s body language
Copyright, Ray Williams 115
118. The brain's ability to reorganize itself by
forming new neural connections
throughout life. Neuroplasticity allows the
neurons (nerve cells) to compensate for
injury and disease and to adjust their
activities in response to new situations or
to changes in their environment.
Neuroplasticity allows the brain to learn
new things throughout life up until death.
Copyright, Ray Williams 118
127. Fundamental Principles for Living a Healthy and
Happy Life
1. Take responsibility for every thing that
happens in your life: be at cause and not in
effect.
Don’t act like a victim or use victim language.
Copyright, Ray Williams 127
128. The language of responsibility
Indicate R (Responsible) or V (Victim)
1. I’m depressed because I got laid off/fired.
2. My relationship with my partner ended because
he/she didn’t respect me
3. I was late because I lost track of time and had too
many things to do
4. I did poorly on the exam because the professor is a
bad teacher
5. I didn’t get the job because the employer wanted
someone with more experience
6. I’m not good at ________ because I wasn’t born with
those abilities
Copyright, Ray Williams 128
130. Fundamental Principles for Living a Healthy and
Happy Life
2. The map is not the territory—everyone has a
different perception of reality
We really don’t know what reality is, we only
know our own reality
Copyright, Ray Williams 130
132. Fundamental Principles for Living a Healthy and
Happy Life
3. Perception is projection--the behavior of
people that we react strongly (negatively
and positively) are usually a projection of
something inside ourselves
Copyright, Ray Williams 132
134. Fundamental Principles for Living a Healthy and
Happy Life
4. Emotions are the key driver to choices
and decisions in life, not logic and facts
Copyright, Ray Williams 134
136. Fundamental Principles for Living a Healthy and
Happy Life
5. More analysis of past problems without
access to intuition does not lead to
better decisions
Focusing on desired outcomes and
behaviors is more effective than
ruminating over past mistakes or
problems
Copyright, Ray Williams 136
137. Fundamental Principles for Living a Healthy and
Happy Life
6. The unconscious mind is a more
powerful force than the conscious mind
unless you know how to access and
control both
Copyright, Ray Williams 137
138. Fundamental Principles for Living a Healthy and
Happy Life
7. The meaning of communication is what
you get back
Copyright, Ray Williams 138
142. Are You Mindful?
1. I break or spill things, or bump into things
2. I run on automatic without being aware of what
I’m doing
3. I rush through things
4. I get so focused on what I need to do next, I lose
touch with what I’m doing now
5. I listen to someone with one ear, doing
something else at the same time
Copyright, Ray Williams 142
143. Are You Mindful?
6. I often think about the past or future
7. I eat without being conscious of what I’m eating
8. I often get lost in my thoughts or feelings
9. My mind wanders off and I’m easily distracted
10. I drive my car on automatic pilot without paying
attention to where I am
11. I daydream or think of others things when doing
my chores or routine life activities
Copyright, Ray Williams 143
144. Definitions of Mindfulness?
“Paying attention in a particular way, on
purpose, in the present moment and non-
judgmentally”
“Bringing one’s complete attention to the
present experience on a moment-to-moment
basis with a quality of compassion, acceptance
and loving kindness”
“Being aware of your internal thinking,
emotional and spiritual state while you are
involved in external events”
Copyright, Ray Williams 144
145. Two Kinds of Interrelated Mindfulness
1. Formal mindfulness through
meditation
2. Informal everyday mindfulness during
all activities
Copyright, Ray Williams 145
146. Key Elements of Mindfulness
1. Paying attention—focusing 100% of your
attention on what you are doing in that moment
2. Being in the present moment—being aware of
how things are in present time, not in the past or
thinking about the future
3. Being non-reactive—not reacting without
considered reflection to events or people, but
rather choosing how to respond
Copyright, Ray Williams 146
147. Key Elements of Mindfulness
4. Beginner’s mind--observing the world, events
and people as if it were the first time you have
done so. This creates openness and curiosity
5. Acceptance—completely accepting the
thoughts, feelings, sensations and beliefs that
you have and understanding that they are those
things only, they are not necessarily you
(acceptance does not mean approval)
Copyright, Ray Williams 147
148. Key Elements of Mindfulness
6. Non-attachment—avoiding attaching meaning
to your thoughts and feelings, or connecting a
specific thought to a feeling. Instead, let a
thought or feeling come in and pass without
connecting it anything, observing them as they
are. Non attachment also means not being
attached to your expectations which can result in
unhappiness and suffering
Copyright, Ray Williams 148
149. Key Elements of Mindfulness
7. Non-striving—the state of not doing anything,
but simply accepting that things are happening
in the moment as they are regardless of what you
do. It just “is what it is.
8. Trust—having trust in your abilities, your
intuition, your capacity to survive anything
9. Patience—cultivating the belief that all things
develop in their own time, and nothing lasts
forever (principle of impermanence)
Copyright, Ray Williams 149
150. Key Elements of Mindfulness
10. Open-heartedness and compassion—bringing
a quality of kindness, compassion, to our
experiences, and not slipping into
judgment and criticism
Copyright, Ray Williams 150
153. The Power of Meditation
Since 2002: Increased cognitive function, stress
reduction, creative thinking, increased compassion
Copyright, Ray Williams 153