David Gordon came to Belgium for a 3-day seminar on "making models of excellence". As a modeling subject, the skill of "taking responsibility for oneself" was chosen.

Someone who *really* has this skill thinks about the consequences of their actions and will only act if they feel 100% OK with their decision and know the risks are "reasonable". If something goes wrong, they have no problem apologizing, knowing that they were honest in their decision and do not have to blame themselves. They will take the opportunity to learn from the "mistake". They are also able to make a clear boundary between themselves and others, starting from the belief that if everyone takes on their own problems this gives more freedom to everyone.

What the exemplars demonstrated here, differs in 3 points from what "most of us" do when we take a decision. So here are 3 questions for you:

• Is their a balance between you and the others involved?
  Before acting on a problem, did you clearly establish who is responsible for what in this context. Aren't you taking the load of others on your shoulder? Aren't you stretching yourself too much? Are you doing what is "reasonably" expected from you, given your role in that context? Aren't you "avoiding" responsibility?
   

• Didn't you overlook some "significant" elements?
  When taking a decision, did you take the time to think through the different possibilities? How is this decision a reflection of who you are? Do you feel 100% congruent with your decision?
   

• Do you feel confident you'll be able to do "what it takes"? (
  This means that while doing the simulation, you've done a reasonable amount of self-assessment to make sure you can get the actions involved done.)

Over the last month, on several occasions I took the train from Antwerp to Amsterdam. Like the Scotsman, the Dutch are notorious penny pinchers. So I wasn't surprised that that 3 out of the 15 passengers in my train wagon didn't have a valid ticket. Collecting the money that is owed to the Duch railways ain't an easy job. This is a period during which the Dutch ticket inspectors are complaining about aggression on board of their trains. A week ago, some got even hit with a lead pipe. So, often those inspectors work in pairs, or even with 3 or 4 at the time.

In this case, I was surprised by the

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How would you like to take a one-minute vacation? Do you think it can help you cope with your challenges each day?

Let's see how hypnosis and relaxation can help.

The purpose of this section is for you to learn how to relax in just a few moments. When you use several of these moments during a typical work or school day, you will find very wonderful results.

Just as it takes many repetitions of angry moments or stressful periods of time during the day to build up stress. It will take many repetitions of calm and peaceful periods of time to build a perfect "mental vacation."

To begin this vacation you may want to print these directions out and then either read them aloud to yourself or read them into a recording device....

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Everyone has problems and challenges that need solving; they're an inevitable part of living. What many people don't realize, however, is that most of them can be overcome using a simple, focused program of personal brainstorming. Here are some practical tips to help you increase the effectiveness of your personal problem-solving skills:

Step 1: State your problem clearly

Before you start, firmly plant in your mind the idea that your problem can and will be solved. Your job is to find that solution, using personal brainstorming.

State your problem clearly and concisely in one sentence at the top of a blank sheet of paper. Then write down everything you know about your current problem or challenge. Try to isolate and write down specific factors or trends that have contributed to it. Keep in mind that a problem, clearly defined, is already half solved. ....

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This article focuses on the reality of the ‘glass ceiling’ metaphor, the invisible barrier that women experience in their upward career mobility which prevents them from reaching the top of an organization. The first part describes the origins and development of the concept. Next, the debate concerning the existence of a specific male or female leadership style has been broadened to an analysis of the context of leadership. As part of that, the phenomenon of ‘tokenism’ is analyzed. The few women that succeeded in breaking through the glass ceiling often arrive in a token position. Persons in leadership positions who belong to a minority group, are looked at as representing the whole of (stereotypes ascribed to) the minority group. Specific personal competencies, characteristics and activities are relegated to the background. The presupposed male/female stereotypes dominate the relationships. How can effective leadership be realized if someone functions as a token? Not only women, but also people belonging to ethnic minorities can be confronted with token positions. ...

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