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Medium 9781782413004


Furey, Paul Karnac Books PDF



Feelings are the most important signals that you and I send to ourselves, and to each other, about what we believe, like and dislike.

So it makes complete sense to mention them as soon as possible.

To help the recipient of your feedback to get the message you intend, it’s vital that you describe the behaviour that they did that worked or did not work for you. Feedback often fails because it is simply not spe-

‘feelings thing’. They don’t pay their feelings much attention – they just feel them and react. Some of us don’t know that we have the option

These probably won’t work:

1. I was surprised when you arrived late like that

2. I get embarrassed when you speak that way in front of clients

3. I’m puzzled by your leadership approach

especially at work.

Since giving feedback is so much about us knowing about our own feelings (how we feel about another person’s actions) getting to know their names is vital if we want to give feedback effectively. Giving ourselves

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Medium 9781626560284

3 Negotiate Mindfully

Dutton, Jane E. Berrett-Koehler Publishers ePub

Shirli Kopelman and Ramaswami Mahalingam

When you negotiate with people inside or outside your organization, are you able to align your emotions with your strategy? Are you able to engage in productive conversations, leading you and others toward desired positive outcomes? Many conversations you lead at work constitute a negotiation over resources. Sometimes the resource is money, but more frequently, leaders negotiate timelines, roles, responsibilities, or ideas on how to move forward. Because negotiations inherently involve both a common goal, such as joint value creation, as well as personal agendas, such as individual value claiming, they can be emotionally challenging. How do you manage the emotions that surface in such conversations? In this chapter, we offer strategies for mindful emotion management and explore relationship capacities enabling leaders to negotiate mindfully1 and cocreate extraordinary value for all.

Research suggests that emotions can challenge or facilitate negotiation processes and outcomes.2 Positive emotions, such as happiness, or negative ones, such as anger, can be helpful in a negotiation, but can also be counterproductive. The key is to align emotions with strategic goals, which requires displaying your emotions strategically and responding strategically to the emotions displayed by others. Such emotion management is especially challenging in complex, mixed-motive tasks such as negotiations. Although many wrongly assume negotiation contexts are purely competitive,3 negotiations are both a cooperative and competitive social interaction.4 Negotiations provide opportunities for synergistic value to be created, but this value is distributed between negotiators. Functioning within this tension of simultaneously being motivated to create and to claim value necessitates sophisticated cooperative and competitive strategies that are well established in negotiation literature.5 But less frequently examined are the emotional dynamics resulting from engaging in both cooperation and competition. When you negotiate, you might feel happy about cooperating to explore synergies and at the same time feel anxious about how much of this value you will be able to secure for your team.6

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Medium 9781626567825

Chapter 4 The Fourth Cornerstone of Character: Courage

Clark, Timothy R. Berrett-Koehler Publishers ePub

Whether called to public station or in the more private walks; following no man and no cause because of popularity, shunning no man and no cause you believe to be right because of unpopularity or reproach; but avoiding the parasite and self-seeker, and standing bravely by your own convictions.

Major Simon Willard (1606–1676)
English army major, politician, and magistrate
In a letter to his children

The fourth and final cornerstone of character is courage. The US Marine Corps handbook defines courage in this way: “Moral, mental, and physical strength to resist opposition, face danger, and endure hardship.”1 Does that sound more like leadership or more like management? Leadership requires a larger quantum of courage than management.

It will always be easier to criticize leaders more than managers. Why? Because leaders need more courage to take more risks, which always leads to more unforced errors. Leadership is a tougher game than management. Leaders are burdened with an act of creation. Managers, on the other hand, are burdened with an act of maintenance. Thus, in a strict sense, leaders are creators and managers are caretakers.

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Medium 9781601322418

Session - Embedded Systems Applications, Protocols, Optimization Methods, and Micro-Controllers

Hamid R. Arabnia; Leonidas Deligiannidis; George Jandieri; Ashu M. G. Solo; and Fernando G. Tinetti (Editors) Mercury Learning and Information PDF
Medium 9781780643731

9: Potentiality of Ethylene in Sulfur-Mediated Counteracting Adverse Effects of Cadmium in Plants

Chakraborty, U., Editor CAB International PDF


Potentiality of Ethylene in

Sulfur-Mediated Counteracting Adverse

Effects of Cadmium in Plants

Mohd Asgher, M. Iqbal R. Khan, Mehar Fatma and Nafees A. Khan*

Department of Botany, Aligarh Muslim University, India


Plants are exposed to different kinds of stresses including both biotic and abiotic during the course of their lifetime. Among abiotic stresses heavy metal stress is a serious issue reducing crop productivity. Cadmium

(Cd) is a highly toxic heavy metal, and occupies seventh place among the top 20 toxins mainly due to its negative influence on the biochemical systems of cells. This is considered as an extremely significant pollutant because of its higher toxicity and solubility in water. It is dispersed in the natural and agricultural environments mainly through anthropogenic activities and has a long biological half-life. It is a toxic pollutant for humans, animals and plants even at low doses. Cadmium gains entry into the environment as components of phosphate fertilizers and industrial waste disposal. Sulfur (S) plays a significant role in detoxification of Cd since it is a constituent of most of the defence compounds involved in Cd detoxification. Optimum S nutrition is helpful in reducing Cd translocation within the plants. Plants synthesize cysteine (Cys)-rich, metal-binding peptides, which include phytochelatins and metallothioneins, on exposure to the toxic doses of heavy metals. Detoxification of the heavy metal occurs through chelation and sequestration in the vacuole. In fact, Cd exposure induces the activity of enzymes involved in the sulfate reductive assimilation pathway and glutathione (GSH) biosynthesis. Glutathione has been considered as a marker for various stresses. Sulfur assimilation led to the synthesis of Cys and methionine (Met). Met is the precursor of ethylene, with 1-aminocyclopropane-1-carboxylic acid (ACC) being an intermediate in the conversion of Met to ethylene. Ethylene is the gaseous plant hormone and is now considered to regulate many plant developmental processes throughout the plants’ life from germination to senescence but also mediate plants’ responses to stresses. This chapter focuses on the interactive role of ethylene, S, antioxidants system and tolerance of cadmium in plants.

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