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A Shaolin kung fu master shares the 5 mental states that hold us back in life—and how to fight them  https://www.cnbc.com/2020/06/17/shaolin-kung-fu-master-shares-5-hindrances-destroying-happiness-success-how-to-fight-them.html?utm_source=pocket&utm_medium=email&utm_campaign=pockethits Our journey to fully understanding our purpose and value in life — or achieving “self-mastery” — begins the second we are born. It requires a commitment to building patience, discipline and self-awareness. In my journey to becoming Shaolin master , I spent nearly 30 years studying and practicing the interaction between mind and body. This is an essential part of the Shaolin martial arts culture and philosophy , dating back to more than 1,500 years. One of the most important teachings is the “five hindrances of self-mastery.” These are the core mental states that prevent us from seeing clearly, making smart decisions , achieving our goals and living a happier , more harmonious life.

 https://www.telegraphindia.com/business/the-survival-strategy-for-startups/cid/1778689?ref=business_home-template The toll the Covid-19 pandemic has taken on the economy is still something experts and economists are unable to fully quantify. As the prolonged lockdown makes way for Unlock 1.0, it is becoming clear that several sectors will continue to struggle as the economy attempts to slowly crawl back to some semblance of normalcy. The much-celebrated Indian startups ecosystem has been hit particularly badly by the pandemic, and has seen ventures struggling to cope, survive and stay alive as business across sectors vanishes overnight thanks to the twin effects of the pandemic and the consequent lockdown. In a recent interview to a leading financial daily, Rajan Anandan, former Google India boss and current managing director at venture capital firm Sequoia India said thousands of Indian startups will likely face an existential crisis as the pandemic cripples the ec

The best summary I have read yet : https://vedantavision.org/bhagavad-gita-chapter-iii-verse-30-a-verse-31/   G 3.30 : Performing all works as an offering unto me, constantly meditate on me as the Supreme. Become free from desire and selfishness, and with your mental grief departed, fight!   https://www.holy-bhagavad-gita.org/chapter/3/verse/30 In his typical style, Shree Krishna expounds on a topic and then finally presents the summary. The words adhyātma chetasā mean “with the thoughts resting on God.” Sanyasya means “renouncing all activities that are not dedicated to him.” Nirāśhīḥ means “without hankering for the results of the actions.” The consciousness of dedicating all actions to God requires forsaking claim to proprietorship, and renouncing all desire for personal gain, hankering, and lamentation.   The summary of the instructions in the previous verses is that one should very faithfully reflect, “My soul is a tiny part of the Supreme Lord

https://www.coursehero.com/lit/The-Bhagavad-Gita/chapter-2-summary/ Summary Krishna  responds to  Arjuna  by arguing that such timidity at this moment is "unworthy of a noble mind." Still, Arjuna insists that he cannot bear the thought of killing his kinsmen. In verses 11–17 Krishna explains that Arjuna's "sorrow is sheer delusion" because physical sensations are transitory—just as life and death are transitory. Everything that exists has always existed. Arjuna and his family will simply pass from one body to the next in each life. Krishna urges Arjuna to do his duty in this life because his "Self" is eternal and part of the eternal fabric of the universe. Thus, Arjuna cannot really kill or be killed because it is only the body that can die. In verse 31 Krishna insists that Arjuna's duty in this life is a warrior's duty. Therefore, Arjuna must live to his highest potential by fulfilling that duty. Krishna warns about the danger of becom

https://www.coursehero.com/lit/The-Bhagavad-Gita/chapter-3-summary/ Summary Confused,  Arjuna  asks why  Krishna  seems to advocate the path of knowledge and understanding while pushing Arjuna to do action. Krishna then explains two paths: knowledge (Sankhya or jnana) and action (karma). Some people are suited to the first path, and others to the second. Krishna proposes that right action is another form of worship and that only by doing necessary and right action can the Self find freedom. Right action from "great men" also sets a standard for ordinary people to follow. Krishna notes that he himself engages in action despite needing or desiring nothing. If he were to stop, humankind would follow his example and fall into the trap of inaction. Krishna also encourages Arjuna to take the egocentric  I  out of his actions and avoid the trap of thinking "I am the doer" of any action. Instead, Arjuna should understand that action is simply the gunas acting upon t

Abdul served the breakfast on my table . I was staying put in the Comilla Club in Bangladesh along with my father while in the search of my roots. While we are both slow eaters and also could manage without much , Abdul was keenly intent to fill us up . "You are from Calcutta ? " he asked with an excited gleam in his eyes . 'Yes,we do " I said . Abdul then began his long story of how they had been well settled in the British Capital City , how his grandfather had built up the business of garments steadily , how during one fine morning scores of Hindus were found waving swords and executing Muslims. His fellow neighbour a Bengali Hindu hid them under the bed and then helped his grandparents and young father escape at night to Bangladesh in a train from Sealdah . Abdul forced a plate of mutton sandwich on my table again . " You Hindus are poor eaters " he smiled and said . "Me and my brother usually eat up one goat and share it within ourselves &q

https://www.sympa.com/insights/blog/6-basic-hr-metrics-for-measuring-employee-motivation/ Employee motivation comes from having a sense of purpose, as well as enough support and security to make daily work feel meaningful. As my colleague Martta wrote in  her blog post , the most successful companies tend to have the most motivated employees. But how can you tell if you’ve painted a big enough vision and whether your employees are motivated to do their best? Sometimes it can be hard to evaluate how motivated your people are, especially if leaders are not in daily or even weekly contact with all of their subordinates. It can also be hard to put a finger on the true level of motivation within your organisation, as people’s outlook changes day by day. This is also the reason why for example questionnaires need to be taken with a pinch of salt. However, we’ve found that by monitoring a set of six basic figures, you can get a pretty good indication about the pulse of your org