INSPIRED BIZ NEWS March, 2014 Issue #130


  • Promotion of the Month
  • Inspired Quote for This Issue
  • Getting In Control
  • High Stress Warning Signs
  • The Deep Water of Doing
  • A Touch of Humor: Things That Can Drive a Sane Person Insane

Is Your Wireless Device Causing Fatigue or Foggy Thinking?

It’s impossible these days to do business without having wireless devices, like cell phones, bluetooths, laptops, tablets, iphones, ipads, book readers, etc. But did you know that frequent use of these devices can harm your health?

Damage to cells from wireless devicesWireless devices emit man-made ElectroMagnet frequencies (EMF) that many studies have show to be harmful to your DNA and your health. (The results to our blood caused by EMFs are illustrated in the image to the left, the right image show blood cells with Aulterra).

Symptoms that manifest from using wireless devices include headaches, congestion, foggy brain, trouble concentrating, nausea, sleeplessness and low energy.

Aulterra EMF Neutralizer disks protect your DNA from damage by rendering the EMF wave harmless. For most wireless devices, putting one disk on each device is enough to protect your DNA from harm and to improve your health

And if you live near a cell or electrical tower or have a Smart Meter, the Aulterra Whole House Plug cleans up all the wiring in your home, including everything plugged into an electrical outlet.

All Aultera EMF Neutralization products are on sale for 15% off, so now is the time to protect yourself and your loved ones from wireless EMF emissions. click here for more info or to buy now Or call 866-875-4386 toll free.


“Our attitudes control our lives. Attitudes are a secret power working twenty-four hours a day, for good or bad. It is of paramount importance that we know how to harness and control this great force.” — Tom Blandi


by Eileen McDargh

In a world where “too much to do and too little time” is a common mantra, there’s a sense that everyone and everything has more control over our day than we do. While we might be at the beck and call of clients, there are still areas where the culprit is none other than ourselves. Using the word “control” as an acronym, let me suggest ways in which we can begin to gain some relief from self-induced pressure.

Can the clutter. Do you walk into your office and instantly feel a sense that you could get buried in all that mess? Papers are piled on the desk, on the floor, and in tiered boxes. Note that if this is your natural style of organization, you’d feel pressure by having items out of sight! But if you’re like a great majority of people, clutter only adds to the time spent in finding what you need. Do you use everything that you have on display? Can you find items when you need them? If you’ve answered “no,” proceed to the next recommendation.

Out with excess paper. Examine what surrounds you. What can you throw out, give out, leave out? If you are months behind in journals and other publications, scan the table of contents and keep only those items which you KNOW you’ll need. Throw the rest away.

No, not, never, not now. Say it. Practice it. We frequently nod our heads “yes” like a wind-up toy because of guilt, fear, or a sense that obligation. Ask yourself, why do you say “yes”. Perhaps even a “not now” would suffice. I am convinced that if we do not put limits on our time, it will vanish with our unknowing permission.

Talk up. To curtail long conversations or meeting, learn these sentences. “I would like to be able to talk with you but I have another engagement. Can you please tell me your request (situation, concern, etc.) in 25 words or less?” First, you won’t be lying with your opening statement. You will always have another engagement – even if it’s with the report in your computer. Second, you have indicated a willingness to respond. You have merely put a concise cast to the conversation. It’s amazing how “25 words or less” can increase the speed and fluency of conversation. As a variation on this theme, you can also curtail a drawn-out conversation with this question: “How would you like this conversation to end?”

Read only what matters. And what matters concerns your business, your future, your soul.

Operate early. This can mean everything from getting up early to doing things early. If you pack for a trip, don’t wait until the last minute. Prepare, in advance, your suitcase, your briefcase. The only things that need to be added are last minute items. Create artificial deadlines which are in advance of the true deadline. You’ll always feel more in control.

Lighten up. Perfect isn’t always perfect. Look for and relish the unexpected. There is serendipity when we allow ourselves to surrender to events and times over which we have no control. The weather-hold which keeps my plane grounded allows me to complete a piece of writing I could not have finished. The shop which closes just as soon as I approach the door lets me walk down the street and find other stores which I had never noticed before.

Getting in control is ultimately about getting clear on our work habits, our priorities, and our values.

If you are an overworked executive, an entrepreneur, a stressed-out employee who knows there’s more to life than receiving a paycheck, then this book is for you.

Here is step-by-step supportive advice””based on the experience of real people who have made advantageous career choices””that will enable you to find and maintain a pro-active balance in your life and occupation.

Author Profile: Eileen McDargh is a powerful keynote speaker, recognized work/life leadership expert, and award winning author. Discover your organizational and personal resiliency factor with this free online survey


by Dale Collie

Military leaders are taught the symptoms of acute stress so they can treat the symptoms and keep soldiers on the front line.  In the worst situations, the Army has experienced the loss of as many soldiers to stress as to combat wounds. In the best of conditions, the loss to stress has been one soldier for every ten wounded by the enemy.

Corporate leaders don’t have the same concerns about losing employees to enemy fire.  However, they do lose employees to stress.  The loss comes in the form of absenteeism, medical problems associated with stress, lower productivity, accidents, and poor performance.

Employees react the same as soldiers do to sleep deprivation, physical discomfort, too much work, and trauma.  Some people are more  susceptible to stress, but even the most tolerant have some reaction to stressful events.

The Army teaches leaders to watch for stress reactions such as anxiety, indecisiveness, argumentativeness, and irritability.  The more sever stress reactions include memory loss, stuttering, crying, vacant stares, and strange behavior.

Negative stress reactions are considered normal in battle.  Officers and sergeants are trained to control stress in their units rather than send troops to rear-area hospitals.  Experience shows that most of the negative stress reactions of battle fatigue can be controlled by:

  • coach
  • confidence building
  • food
  • rest

You can use the same remedies in the workplace when you observe negative stress reactions.  Good managers control stress before it gets out of hand.

However, employees who suffer truly severe reactions need professional help.  Talk with your human resources experts if you think someone might need a medical or mental health professional.

Get the entire list of mild and severe stress reactions as recognized by the US Army. Send email:

Stress control is a leadership responsibility. Spot stress reactions early and take action.

©2004 by Courage Builders International

Author Profile: Dale Collie speaker, author, coach, and former US Army Ranger, corporate president,and teacher at West Point.  Selected by “Fast Company” as one of America’s Fast 50 innovative leaders.  Author of “Frontline Leadership: From War Room to Boardroom” and  “Winning Under Fire: Turn Stress into Success the  US Army Way” (McGraw-Hill)


By David Allen

Thinking can be counterproductive””at least what people sometimes parade as thinking. REAL thinking is always a good thing, but many people pretend that replaying a tape in their head about something is actually thinking about it.

Many times our workflow coaching clients want to give us long involved stories about an e-mail sitting in their inbox. It’s as if they’re defending a doctoral thesis, going to great lengths to explain why it showed up, what it means, and why it’s still sitting there. They want us to know their thinking. They seem to feel that if they tell us enough about it, it justifies the space it’s taking up in their virtual and psychic world.

We listen attentively and then just ask, “What’s the next action?” After a slight twitch (“Don’t you care about all the reasons this is here?”), they swallow hard and engage in the executive decision-making that invariably ensues when they gear down to operational reality. Thinking is required, but at a different level. Continually thinking the same way about something (usually in frustration or irritation) is avoidance. Thinking about what has to happen to move something forward to resolution, clarity, or completion is highly functional. Well-analyzed “stuff” is still “stuff.” It must yet be composted into the primary elements of the commitment you have about the result to be achieved and the next action required to fulfill that agreement with yourself. In other words, you need to figure out what it means and what you want to do about it.

But that kind of thinking generates a pledge to action, and that’s risky business. When you start to move on making anything actually happen, you confront a subtle but significant angst””the project and the actions involved in it might never be as wonderful, as perfect, as solid, and as safe as in the sanctity of your imagination. It’s like stepping off the end of the pier””and how deep is that water anyway?

But when you make that leap of faith and down shift into action, a weird thing happens. Real intelligence, creativity, and solidity show up””in a much greater way than ever it could, trying to be managed merely in your head. Putting the limitation of physicality onto what you’re thinking about does not constrain the mind””it actually galvanizes it. The water’s deep, but it’s an ocean of possibility.

Author Profile: The David Allen Company is a global training and consulting company, widely considered the leading authority in the fields of organizational and personal productivity. Visit him on the web at, email us at


  • The tiny red string on the Band-Aid wrapper that never works.
  • There are always one or two ice cubes that won’t pop out of the tray.
  • You have to try on a pair of sunglasses with that stupid little plastic tag in the middle of them.
  • The person behind you in the supermarket runs his cart into the back of your ankle.
  • The elevator stops on every floor and nobody gets on.
  • There’s always a car riding your tail when you’re slowing down to find an address.
  • You open a can of soup and the lid falls in.
  • There’s a dog in the neighborhood that barks at EVERYTHING!
  • You can never put anything back in a box the way it came.
  • Three hours and three meetings after lunch you look in the mirror and discover a piece of parsley stuck to your front tooth.
  • You drink from a soda can into which someone has extinguished a cigarette.
  • You slice your tongue licking an envelope.
  • Your tire gauge lets out half the air while you’re trying to get a reading.
  • A station comes in brilliantly when you’re standing near the radio but buzzes, drifts and spits every time you move away.
  • You wash a garment with a tissue in the pocket and your entire laundry comes out covered with lint.
  • The car behind you blasts its horn because you let a pedestrian finish crossing.
  • A piece of foil candy wrapper makes electrical contact with your filling.
  • You set the alarm on your digital clock for 7 PM instead of 7 am.
  • You rub on hand cream and can’t turn the bathroom doorknob to get out.
  • Your glasses slide off your ears when you perspire.
  • You can’t look up the correct spelling of a word in the dictionary because you don’t know how to spell it.
  • You have to inform five different sales people in the same store that you’re just browsing.

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