May 20, 2021 The International Advanced Research Workshop on HPC HIGH PERFORMANCE COMPUTING State of the Art, Emerging Disruptive Innovations and Future Scenarios which had to be cancelled last year due to the coronavirus pandemic, will now return to Cetraro, Italy, July 26-30, 2021. Its focus is on state of the art, emerging disruptive innovations, and future scenarios in high performance computing and related topics.

The main aim of this workshop said Prof. Lucio Grandinetti, chairman of the Research Workshop, is to present and debate advanced topics, open questions, current and future developments, and challenging applications related to advanced high-performance distributed computing and data systems, encompassing implementations ranging from traditional clusters to warehouse-scale data centers, and with architectures including hybrid, multicore, distributed, cloud models, and systems targeted for AI applications.

Over fifty invited papers will be presented at the workshop. Keynote overview talks will be given together with research and industry presentations. Ten sessions will be planned together with two panel discussions. The program will include several sessions on Artificial Intelligence, Clouds, Big Data, Quantum Computing, Machine Learning and Exascale Computing, all of which will play an important role in the workshop program. Invited speakers from at least two dozen countries, and from different sectors, public and private, will debate the most critical issues related to their development strategies for Research and Enterprise.

Preliminary program, early registration (no conference fee!), and more details are available here: http://www.hpcc.unical.it/hpc2021/announcement.htm.

Source: Cetraro Workshop organizers

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International Advanced Research Workshop on HPC Returns to Cetraro July 2021 - HPCwire

As life has come to a standstill this past year and weve been forced to forgo events, offices, restaurants, activities, and even time spent with family and friends, many of us have felt sad, anxious, uncertain and insecure. Perhaps angry, too, which is a normal response to such unique circumstances. Yet anger is not only harmful to our physical and emotional health; it can also manifest itself in harmful verbal or physical aggression.

Nonviolence, the first principle in the practice of yoga, gives us a healthy way to handle anger and thrive in trying times such as the present. Known as ahimsa, the Sanskrit word for noninjury, the concept of nonviolence as a way of life was codified in the Yoga Sutras, an ancient text compiled by the Indian philosopher Patanjali thousands of years ago from even older traditions.

In principle, nonviolence means an absence or lack of violence. But in practice, it means consciously avoiding or abstaining from causing physical and psychological pain to any living being. Or, to look at it as the renowned leader most associated with the practice Mahatma Gandhi did, observing nonviolence requires actively choosing peaceful behavior in the midst of conflict.

In fact, Gandhi made ahimsa famous when he followed it in practice, not only employing nonviolent resistance for freedom from British domination and social justice but also making it a way of life in everything he did right down to following a vegetarian diet.

Martin Luther King, Jr., who was inspired and deeply influenced by Gandhi, gave voice to the concept when he noted, Nonviolence means avoiding not only external physical violence but also internal violence of spirit. You not only refuse to shoot a man, but you refuse to hate him.

Being nonviolent means cultivating qualities such as compassion, empathy and kindness within yourself and with the people you interact with daily. This makes nonviolence a way of life.

It means engaging in practices that support you when negative emotions get the better of you or escalate to violence. These include various forms of yoga, meditation and nonviolent communication, a way of listening to hear your own deeper needs as well as those of others and reacting compassionately through speech. It focuses on solving disagreements rather than merely ending them, and like yoga and meditation, it is a technique to decrease anger.

Decreasing anger and embracing nonviolence is especially important for anyone who is a business leader, especially in creative fields dependent on collaboration and innovation. While traditional leadership theories typically dont focus on nonviolence, many leaders from business ethicists to executive coaches for major companies to CEOs believe practicing this approach can boost collaboration, productivity, innovation, focus and job satisfaction.

Perhaps the most famous case in point is Satya Nadella. When he took over as Microsofts CEO in 2018, he passed out copies of the 2003 book Nonviolent Communication by groundbreaking psychologist Marshall Rosenberg to his entire senior leadership team with instructions to read it. Many believed this helped him transform Microsofts culture from cutthroat to creative.

Of course, every leader wants their company to be a place where innovation and collaboration will thrive. Getting there means conquering anger, the emotion that underlies hostility and outrage. It can not only lead to violent behavior, but its also bad for our health and overall demeanor because anger can make us physically sick. It sends stress hormones throughout our bodies that can do significant damage to our immune systems over time.

But there is a solution: Instead of denying or ignoring anger, it should be dealt with immediately. As a yoga teacher and therapist, Ive taught many clients in creative fields how to neutralize inner hostilities, break through their anger and move on. Below is one of the most expedient and effective practices Ive developed to help anyone creatives and business leaders included transform anger into healthy emotional growth and practice nonviolence as a way of life.

The Rolling Stone Culture Council is an invitation-only community for Influencers, Innovators and Creatives. Do I qualify?

One of the skills that distinguishes star performers in every field from entry-level workers to leaders in executive positions is the ability to be self-aware. Research in the Harvard Business Review suggests that people who see themselves clearly are not only more confident and creative but also have a wide range of positive qualities that make them better leaders. This includes making sounder decisions, building stronger relationships and communicating more effectively.

Yet senior executives often dont give self-awareness the credit it deserves, psychologist Daniel Goleman maintains. His groundbreaking classic Emotional Intelligence showed that people who are self-aware can assess their emotions honestly and are well suited to do the same for the organizations they run.

Being able to neutralize negative emotions and transform them into positive ones is a quality that drives good leadership. Ive found this simple anger management practice an easy way to start:

Sit down, and be silent. Tune in to your body, and focus your attention on your breath.

Take a minute to observe any sensations in your body. Emotions cause physiological changes, so focus on your body, and look for any feelings of agitation or tension.

Think about what youre feeling, and label it.

Consider if its something you dont like feeling or thinking.

Once you identify your feelings, clarify them further by asking yourself why youre uncomfortable, unhappy or angry at the moment.

Investigate these feelings. Recognize why you feel the way you do, and acknowledge your anger.

Then ask yourself if anger is the best emotion for you to feel.

Once you discover the root causes of your anger, you can consider a way to redirect these negative feelings and make a choice to find a better way to feel.

By letting yourself fully feel your negative or angry feelings, you can make a choice to transform them into positive, affirming emotions. Properly channeled, they can become the power behind your emotional growth.

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How Creatives Can Neutralize Negativity and Cultivate Growth - Rolling Stone

MORRISTOWN, N.J., May 6, 2021 /PRNewswire/ --Have you ever skipped an event because of a skin imperfection that made you feel self-conscious? If so, you're not alone. A new survey from the No.1 doctor and pharmacist recommended scar brand, Mederma, has found that more than half of Americans would skip events altogether (pre-pandemic) instead of going through the hassle of dealing with skin issues and insecurities. In fact, three in five respondents agreed that their skin has a big impact on their self-confidence and mental health.

In honor of Mental Health Awareness month this May and the brand's new "You Are More Than Your Scar" campaign, Mederma is revealing the ways in which perceived physical skin imperfections like acne scars, surgical scars and stretch marks, can affect mental health, self-confidence and anxiety.

"When we were creating our new 'You Are More Than Your Scar' campaign, it was inspiring to see that every scar has a story, and more importantly, people often fight silent battles with their marks and scars," said HRA Pharma America, President, Bradley Meeks. "This survey has shown that skin insecurities affect everyone and feeling confident in the skin you're in has a connection to mental health."

While the survey of 2,000 American adults revealed that skin imperfections have kept people from seeing family, going to birthday parties and even weddings, the survey also uncovered that some respondents already embrace their scars or have started to accept their insecurities proving we are more than our scars.

Check out the Mederma "You Are More Than Your Scar" survey results below and what they reveal about Americans and their skin insecurities.

Americans' Top Skin Insecurities

Mental Self-Care Takes A Backseat

Skin-Esteem

Skin Positivity

Price of Clear Skin

Taking Cover

Celeb Skin Wishlist

Mederma understands how Americans feel about scars and stretch marks that leave a mark, which is why the brand's new "You Are More Than Your Scar" campaign strives to remind people that they are more than their skin imperfections. Alongside the new campaign, Mederma has also unveiled new packaging design across their entire suite of products that is currently rolling out on shelves.

For more information on Mederma, visit http://www.mederma.com or on Facebook, Twitter and Instagram.

MethodologyThis 2021 survey was commissioned by Mederma and conducted online by OnePoll with a panel of 2,000 Americans (general population). The respondents were 18 years and older and results were split by age, gender and region.

About MedermaScars are a visible part of our past. Whether there's a meaningful story behind them or not, we don't always want them on show. The prying questions, the retelling of the same tale; or much worse the silent judgment.

At Mederma, we believe we all are more than our scars our lives go deeper than what one can see on the surface. That's why Mederma Scar products contain a UNIQUE TRIPLE ACTION FORMULA that doesn't just sit on the surface, but penetrates beneath the skin to visibly reduce the appearance of scars.

SOURCE Mederma

http://www.mederma.com

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New Survey Finds Skin Insecurities Have Major Impact on Mental Health - PRNewswire

The need to address harassment in field campaigns is growing more urgent. A new workshop provides scientists with a broad set of tools to create more inclusive, safe, and functional field teams.

Field-based investigations are an integral part of university-based research programs in the geosciences and frequently take scientists to near and far corners of the globe, from populated urban environs to remote wilderness areas and all types of locations in between. As a result, scientists find themselves in situations that can be both empoweringallowing them to succeed in challenging environments through synergistic teamworkand intimidating, such as when unfamiliar surroundings or conditions push comfort zones or when ones colleagues in the field pose unexpected or unwelcome hazards.

Organized studies and anecdotal reports alike suggest an uncomfortable reality: that sexual and nonsexual harassment during field research campaigns is a significant problem. In a survey of field scientists at all levels and from 32 disciplines, Clancy et al. [2014] found that roughly 70% of women and 40% of men have experienced harassment during fieldwork and that about 25% of women and 6% of men have been assaulted during a field campaign. The cumulative result of this prevalent harassment and discrimination is significant damage to research integrity and a costly loss of talent from academia [Marn-Spiotta et al., 2020].

Although harassment prevention training is becoming more prevalent on college campuses, few such programs are tailored to the unique circumstances of fieldwork.A report from the National Academies of Sciences, Engineering, and Medicine [2018] revealed that harassment and gender discrimination in academic workplaces can lead to declining motivation and productivity, interrupted or deficient learning, and loss of expertise from science and academia. The reports authors concluded that organizational climate is the most important factor in determining whether harassment is likely to occur and recommended that organizations strive to create diverse, inclusive, and respectful environments that combine antiharassment training with programs aimed at civility and culture building.

Additional studies suggest that field-based harassment often coincides with challenges and stresses common to many fieldwork situations, including intense working environments, social and physical isolation, difficult physical conditions, and differing social and scientific cultures [John and Khan, 2018]. Although harassment prevention training is becoming more prevalent on college campuses, few such programs are tailored to the unique circumstances of fieldwork.

We recently developed a risk management workshop for field scientists (RMWFS) in academia, adopting established methods from outdoor education. RMWFS is intended to educate these scientists about strategies that recognize the importance of emotional safety and inclusivity and that reduce harassment by promoting respectful, equitable, and discrimination-free environments in the field.

These topics are covered in a series of three modules, described below, and are delivered using active learning techniques, scenario-based role-playing, and discussions meant to empower and prepare participants for different situations encountered during fieldwork.

RMWFS has been offered twice so far, in 2019 and early 2020, each time comprising three 3-hour modules held over the course of a month at the University of Colorado Boulder (CUB). A total of 36 participants have completed the course: 17 from a single research institution in the 2019 series and 19 from various organizations across CUB in 2020. Modules were team taught by pairs of instructors, most of whom had backgrounds that combined academic and outdoor education experiences.

In addition to covering risk management regarding objective hazards common to field campaigns, such as bad weather and treacherous terrain, RMWFS focuses on developing knowledge and interpersonal skills that can help scientists prevent harassment and mitigate conflict situations in isolated field environments.

To advance the goals and learning outcomes of RMWFS, participants, whether full field teams or individuals, are trained on the following topics and skills:

Additional tools delivered through the workshop include methods to deliberately build positive group culture and support programs, techniques for de-escalation and bystander intervention, and the appropriate use of assertiveness and empathy around difficult conversations.

Debriefing is an especially critical tool for field researchers because unsafe or exclusive spaces often result from, or are exacerbated by, inadequate communication and group awareness. Debriefs provide explicit venues for daily, open communication among team members, and workshop facilitators have modeled different forms that debriefs can take depending on the situation (e.g., formal versus informal, brief versus long, group versus one-on-one) throughout the modules.

The first workshop module in RMWFS focuses on the backdrop of traditional field risk management topics, including those involving physical hazards like rockfalls, swift water, weather, and more (i.e., objective hazards), and how individuals or teams interact with those hazards given their level of competency and self-awareness (i.e., subjective hazards).

Decisionmaking in a group environment is a subjective hazard and is often the skill upon which successful risk management hinges.Decisionmaking in a group environment is a subjective hazard and is often the skill upon which successful risk management hinges. In the workshop, several all-group activities are geared toward learning about different decisionmaking tools for varying field scenarios. In one of these activities, for example, participants work through a series of scenario-specific questions intended to support situationally appropriate decisionmaking in the field based on the urgency of a situation and the level of group buy-in needed to move the team through the situation.

These considerations may, for example, guide a group to try to reach consensus among all participants or to opt for a more efficient, directive method. In the field, a team could use this approach as a real-time decisionmaking tool for, say, route selection, considering that team members may have different comfort levels traversing steep, loose terrain.

Although a particular terrain navigation decision may seem like an isolated transaction, group communication and decisions facilitated by processes like this question sequence often set the tone of group culture in the field and can have positive or negative feedback on group culture. If decisionmaking is poorly managed, individuals can be left feeling disenfranchised or unsupported by the group, which may lead to later conflicts or problems. If done well, however, individuals are more likely to feel valued and bolstered, thus likely improving group morale and productivity.

The second module focuses further on building a positive culture among field teams, which is the backbone of a safe field environment for every team member. The framework presented in RMWFS requires several elements: creating a high-functioning and inclusive team, recognizing the group behavior that can lead to unsafe spaces, embracing leadership as a shared responsibility, and fostering shared experiences and cultural knowledge. Discussion topics in this module include team communication strategies, positive masculinity (using a position of male privilege to empower others), and self-awareness of how ones strengths, limitations, and values may unconsciously affect the group. Activities in the module demonstrate how to foster desired outcomes.

In the culminating activity for this module, for example, groups develop a PFCC or code of conduct specific to their fieldwork and circumstances. Such efforts are most effective when there is a high level of buy-in from all participants. Yet discussions about codes of conduct can be challenging when there is a lack of full participation or when especially loud or strong opinions dominate the conversation. Considering this challenge, instructors demonstrate how to facilitate discussions around specific behaviors and norms needed for individuals to feel safe, engaged, and empowered.

This process may start with each team member anonymously writing descriptions of an actual space where they feel comfortable and growth oriented and one where they feel limited or threatened. These attributes are then shared on a whiteboard, where they serve as prompts for further discussion and the beginning of the groups PFCC document. The specific character of the discussion depends on the nature of the group and its fieldwork site and time frame.

Mitigating interpersonal risk within field teams requires calling out and stopping behaviors that lead to toxic group culture, disenfranchisement of team members, and lost productivity.If a full field team is present at the workshop, the results of this session can be immediately implemented to develop a draft code of conduct for the team or to begin a team discussion that will shape a PFCC. In turn, these documents can serve as baselines for group culture expectations in an upcoming field season.

The final module of RMWFS was developed in conjunction with ADVANCEGeo, a partnership of organizations focused on addressing exclusionary practices in STEM (science, technology, engineering, and mathematics) settings through bystander intervention training programs, and it concentrates on skills for mitigating interpersonal risk within field teams as an observer, leader, or victim. This mitigation requires calling out and stopping behaviors that lead to toxic group culture, disenfranchisement of team members, and lost productivity; it also requires bystander intervention and managing interpersonal conflict through allyship to recover safe spaces.

After reviewing historical data related to harassment in the geosciences to provide context for the various shades of harassment and exclusivity, the crux of this module is practicing several intervention strategies. Intervening is a naturally uncomfortable space for many people and feels more confrontational in real time without thoughtful preparation. The training in this module is intended to help people develop familiarity with the different approaches through role-playing and to empower participants to use these approaches in the field.

Participants divide into small groups to practice techniques for de-escalating interpersonal conflict through a variety of fieldwork-relevant scenarios ranging from subtle and perhaps unintentional microaggressions to clearly offensive behaviors. In one example scenario, we workshopped responses to intervene against language demeaning to women among an all-male subgroup of a field team, even when members of the subgroup do not perceive that what they are saying is demeaning. We explore both formal multistep resolution approaches and simpler models like using allyship with offenders, and we reinforce concepts of self-awareness and communication raised in the first module. Practicing such interventions led to larger discussions of group culture and the toxic effect that even unintentionally disparaging language and word choices can have.

The RMWFS program was designed to be customizable to meet the needs of different groups and to be adaptable on the basis of the skill sets of individuals involved while still fostering broader team development. Topical scenarios are selected for their applicability in training skills and approaches relevant for particular hazards that pertain to field sites (e.g., blizzard conditions in alpine or arctic environments) or group dynamics (e.g., a culture of sexual innuendo or advances within a male-dominated remote field team isolated from larger support systems).

While keeping the workshop content consistent, we ran the first workshop with all participants from a single research organization, whereas the second workshop was open to individuals from research clusters and organizations across CUB.

Physically and emotionally unsafe field environments are typically rooted in inadequate leadership, and leadership in field expeditions is a shared responsibility of every team member.The challenge for a single person or a small group who participates is to get their full research or field group to buy in without everyone having attended the workshop. Yet these individuals have subsequently reported bringing the energy and tools they learned back to their respective groups, facilitating the broader reach of the workshop content across campus. One participant, for example, shared with us that their entire research group participated in bystander training as a direct outcome of this persons participation in RMWFS. Another modified the field safety plan and code of conduct module to implement as an exercise in their undergraduate field methods class.

Complete team participation in the workshop is preferred, because physically and emotionally unsafe field environments are typically rooted in inadequate leadership, and leadership in field expeditions is a shared responsibility of every team member, not just the most senior individuals. Participation of senior scientists signals to other team members that a positive culture is important, it sets a tone of equity, and it can help reveal blind spots in interpersonal skills not uncommon to seasoned academics. Furthermore, engaging students and younger scientists as well as women and people of color in culture building early on within field teams empowers these individuals and perpetuates best practices going forward.

Prior to both workshops to date, participants completed surveys and shared their fieldwork experiences and workshop expectations, allowing the instructors to modify content to meet participants needs and to select appropriate scenarios and examples. We followed up by distributing daily and final reflection surveys to all participants and held follow-up interviews with a subset of participants and instructors. Twenty-seven participants provided responses (74% identified as female and 26% as male; all but one identified as Caucasian).

Only half the respondents said that their teams had field safety protocols or a code of conduct in place prior to the workshop. About a third of respondents reported that they had experienced harassment in the field, reinforcing the need for the type of training provided by RMWFS. After the workshops, all but one respondent said their participation was worth their time, and all respondents said they felt better prepared for their upcoming fieldwork season. Participants highlighted the significance of learning about allyship and described how the workshop exercises had sharpened their awareness of mental health challenges, such as isolation during fieldwork and navigating subtle harassment, that team members might face. Participants also frequently mentioned the workshops positive and safe environment for sharing experiences and opinions, learning different perspectives, and role-playing.

Meanwhile, instructors agreed that discussions about group dynamics, leadership, and codes of conduct were especially powerful during the workshops and that the scenarios highlighted were authentic and effective ways to engage participants. They suggested that in future iterations, it would be beneficial to break large full-group scenarios (e.g., an Arctic all-camp polar bear response incident) into multiple scenarios that relate specifically to small teams to make them even more realistic and to increase the focus on team communication issues.

Ongoing workshop development is focused on creating new in-person and online modules that can be adapted for individual research groups and larger research centers. These modules and materials can serve as the basis not only for future RMWFS presentations but also for similar workshops aimed at reducing harassment and increasing inclusivity in fieldwork and, ultimately, at improving retention of talented researchers in geosciences and other STEM fields.

The RMWFS workshop was developed at the Earth Science and Observation Center (ESOC), Cooperative Institute for Research in Environmental Sciences (CIRES), University of Colorado Boulder, in partnership with ADVANCEGeo. Funding was provided by a NOAA Cooperative Agreement with CIRES (NA17OAR4320101ESOC) and a National Science Foundation (NSF) workshop award (N1928928). Please contact ESOC to learn more.

Clancy, K. B. H., et al. (2014), Survey of Academic Field Experiences (SAFE): Trainees report harassment and assault, PLoS ONE, 9(7), e102172, https://doi.org/10.1371/journal.pone.0102172.

John, C. M., and S. B. Khan (2018), Mental health in the field, Nat. Geosci., 11, 618620, https://doi.org/10.1038/s41561-018-0219-0.

Marn-Spiotta, E., et al. (2020), Hostile climates are barriers to diversifying the geosciences, Adv. Geosci., 53, 117127, https://doi.org/10.5194/adgeo-53-117-2020.

National Academies of Sciences, Engineering, and Medicine (2018), Sexual Harassment of Women: Climate, Culture, and Consequences in Academic Sciences, Engineering, and Medicine, 312 pp., Natl. Acad. Press, Washington, D.C., https://doi.org/10.17226/24994.

Alice F. Hill, University of Colorado Boulder; now at New Zealand National Institute of Water and Atmospheric Research/Taihoro Nukurangi, Auckland; and Mylne Jacquemart, Anne U. Gold, and Kristy F. Tiampo ([emailprotected]), University of Colorado Boulder

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Changing the Culture of Fieldwork in the Geosciences - Eos

In March 2020, still early in the pandemic, I opined that for introverts quarantine can be a liberation. I was extrapolating from personal experience and historical examples. And many other pundits had a similar hunch. But we were speculating before we had empirical data. Now that such information is available, what does it say?

By and large, the research shows that I was wrong. But I couldnt be happier because what the evidence actually says is that the truth, as usual, is more complex, more subtle and more interesting.

The studies published since the outbreak agree that personality plays a huge role in how we do or dont cope with difficult situations such as lockdowns. Obviously there are other factors as well, from age (the young suffer much more from depression and anxiety) to employment (no job, no cheer) and, well, infection. But personality determines how we greet our lot in life. And its the combination of several traits that shapes resilience.

Scholars break down those traits into five main bundles. One is the aforementioned degree of extroversion how stimulating (or draining) we find social interactions. Another is openness how curious, inquisitive, adventurous and creative we are, for example. A third is agreeableness how helpful, optimistic and kind we are. The fourth is conscientiousness how organized, focused, prepared and disciplined we are. The fifth is neuroticism the extent to which we get moody, nervous, worried or unstable.

As far as introversion goes, the evidence certainly surprised me. One study of college students at the University of Vermont did find that introverts in lockdown reported improvements over time in their mood, whereas the extroverts said their mood got worse. But the extroverts were still in a better mood overall, thanks to their more cheerful default position.

Another study, of people from various ages and backgrounds, found that introversion was clearly associated with more loneliness, anxiety and depression during lockdown. I wonder whether thats in part because many introverts cant actually withdraw into solitude when theyre stuck with suite mates or family members. As one introvert joked on Twitter, This quarantine is not our dream come true. We have people in our house who NEVER leave.

But as a study published in January suggests, other traits appear to be more important than extroversion. In particular and rather unsurprisingly neuroticism was strongly correlated with more anxiety and worse depression. People who are worrywarts even in normal times are also at heightened risk of freaking out when a deadly virus is making the rounds.

Openness was also associated with increased anxiety, though not with depression. That surprised me. This trait includes abstract, creative and lateral thinking. Thats why, in last years column, I used Isaac Newton, an introvert who also had an unusually open mind, as an example of somebody who had stunning intellectual breakthroughs in quarantine. By the same token, perhaps, very open minds are also better at imagining all the things that could go wrong.

Being agreeable helped against both anxiety and depression, but not as much as you might think. Its possible Im speculating that agreeability mainly turbo-boosts the positive effects of that aforementioned other trait, extroversion. After all, its no good being a social butterfly, on Zoom or in your dormitory, if youre not also empathetic and kind. Its the quality, not the quantity, of human connections that comforts us in bad times.

The winner on the positive side of the ledger was clear. The more conscientious people were, the less anxious and depressed when stuck at home. This makes sense. People that score highly on this trait are better at hewing to routines that provide structure during endless days of working or studying remotely. I have a friend who never wore coat and tie in the office, but started dressing up in fancy, and rather eccentric, suits during lockdown. Looking sharp, he ascends every day to his attic to do productive and satisfying work.

Conscientiousness, or what we used to call self-discipline, also helps in every other way. It gets us on the yoga mat day after boring day, corks the wine bottle after the fourth second glass, and helps us meet our deadlines on the job, so we can keep it.

What I find uplifting about this research is that there are many individual paths toward resilience. For each trait, were all somewhere on a spectrum. With self-awareness, we can compensate for risk factors neuroticism, say and well be fine. Moreover, we still have recourse to some secret weapons the psychologists forgot to include in their categories. Even (or especially) in a macabre situation like a pandemic, humor is an option.

Business Standard has always strived hard to provide up-to-date information and commentary on developments that are of interest to you and have wider political and economic implications for the country and the world. Your encouragement and constant feedback on how to improve our offering have only made our resolve and commitment to these ideals stronger. Even during these difficult times arising out of Covid-19, we continue to remain committed to keeping you informed and updated with credible news, authoritative views and incisive commentary on topical issues of relevance. We, however, have a request.

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First Published: Sun, May 09 2021. 08:13 IST

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Personality traits that help coping with lockdown in Covid easier now clear - Business Standard

Still looking for something special to gift mom? Ahead of Mothers Day, Italian luxury jewelry house Bvlgari has teamed up with the nonprofit organization Save the Children where ten percent of sales made in U.S. boutiques and online will be donated to the Arte di BVLGARI program. This extends Bvlgaris initiative of Innovating the Present for a Sustainable Future, to highlight the luxury brands commitment to a better tomorrow in fashion and beyond.

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The Arte di BVLGARI provides arts enrichment to children via community-based afterschool arts programs, helping them develop self-confidence, self-efficacy and self-awareness, while promoting positive youth development. Save The Children has famously provided aid children in conflict, war zones, and refugee crises from fleeing violence. The program partnership provides afterschool programs to the worlds most vulnerable youth while looking to experts and artists from the local communities to educate children on imagination and exploration in the arts in the U.S.

As part of the partnership, Bulgari has created a custom-designed pendant based off the house's iconic Bvlgari Bvlgari line. The Colosseum-inspired necklace of sterling silver, black onyx insert, and a ruby comes stamped with the logo of charity for an added momento. The 12 year old partnership is one of the most established programs for the arts donating over $100 million to charity through jewelry sales.

This content is imported from Instagram. You may be able to find the same content in another format, or you may be able to find more information, at their web site.

If youre last minute shopping, consider spending this Mothers Day with an iconic piece of sleek glamour of the Serpenti while also helping a child in need. Click through to see all the offerings for Bvlgari's Mother's Day initiative.

Martha Hunt Dazzles as New Face of Bvlgari

Ambush Puts a Twist on Bvlgari's Serpenti Bag

Supermodel Moms and Their Model Daughters

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Celebrate Mother's Day with Bvlgari and Save the Children - CR Fashion Book

Its hard to find good news about Alzheimers disease. The dementia math has been pitiless for decades, especially as it applies to Alzheimers, which accounts for up to three-quarters of dementia cases. All over the developed world, elderly populations continue to grow as percentages of their national totals. In 2011, baby boomers began turning 65 at the rate of 1,000 a day in Canada, and 10 times that in the U.S. That means theyre currently turning 75 at the same rate, and moving ever deeper into their potential dementia years. Seniors make up 17 per cent of Canada now and by 2030 will be a quarter of the population. Huge strides have been made in their physical care, especially in cardiology, but those advances havent been matched in treating conditions that affect the mind. In short, more and more of us will live long enough to experience cognitive impairment. While some newer drugs have shown a modest reduction in the speed of Alzheimers progression, nothing coming down the medical pipeline promises serious relief.

READ:I am mine: This is what Alzheimers is like at 41

Boomers know the tide is rising, however much they may want to avert their eyes. And they know, too, that they, rather than their parents, will soon be the afflicted. British writer Robert McCrum wandered his country in 2017 talking to his boomer contemporaries about their thoughts on the coming passage of the largest generational cohort in Western historytheir ownfor his book Every Third Thought. He discovered likely the first generation even more fearful of what it sees as the living death of dementia than of death itself. The rise of personal autonomy to the highest of Western values has been the key element driving the legalization of medically assisted dying, because the negative side of that adherencethe raw fear and revulsion at the concept of losing autonomy, of the obliteration of self-awarenesscuts close to the bone. As Jay Ingram, then 69, noted in 2014sThe End of Memory: A Natural History of Aging and Alzheimers, Its shadow lies over us all.

The financial weight is already staggering. The value of unpaid dementia care provided by families approaches $60 billion annually in North America, just from income forgone by family members (read women) taking time off work to care for relatives. Add the costs of paid caregiving and the total tops $250 billion in the U.S. alone, says Jason Karlawish, a professor of medicine at the University of Pennsylvania and a clinician at the Penn Memory Center. But money is not the only toll exacted by the disease, of course, as Karlawish discusses in an interview about his new book, The Problem of Alzheimers: How Science, Culture and Politics Turned a Rare Disease into a Crisis and What We Can Do About It.

The disease is hell on family caregivers, to the extent Karlawish says flat-out thatin terms of worry, exhaustion, depression, financial stress and narrowing of their own livesits the caregivers who have Alzheimers, as much or more than their ill relatives. New cases always begin with talking to the family, Karlawish says, rather than with patients, who consistently rate their quality of life higher than their caregivers do. Caregiving has been with humanity since humans became human, he continues. Its the story of Ruth in the Bible, caring for her mother-in-law, Naomi, but shes not described as a caregiver. Almost no one is before about 1980. What they do is all wrapped up in other words and other rolesmother, wife, nurse.

We add up caregivings economic costs, Karlawish says, flicking at the $60-million North American estimate, but we still dont value it. If we did, we wouldnt ignore caregivers foregoing college education for the grandkids because the money is being hoovered up for patient care, or simply sliding into burnout. Talking about this is where I get very angrymany countries, not just my own, have not stepped up to the challenge of helping peoplehelping familieslive with this disease. Our societies benefit from caregiving, and we should start thinking of it as part of the wealth of our nations. All that factored into the genesis of The Problem of Alzheimers, which Karlawish wrote partly to share what good news he had about Alzheimersand there is a nugget or twobut primarily to explore a new way of looking at the suffering it causes and the way we cope with it.

The one unqualified positive aspect Karlawish wants to stress can best be summed up as this: as bad as things will get over the coming decade, they wont be as bad as once feared. The number of dementia sufferers will necessarily grow because the population as a whole will age, but the increase will come at a slower pace than predicted. The consistent story across multiple large studies across different nations says the risk of developing dementia is declining, says Karlawish. And the reason is the reverberating effects of a host of interventions, most of which werent done with the intention of reducing the risk of dementia, but which now we realize have done just that. Those interventions centre on access, he saysto health care, education and opportunity. That is just one of the many parallels Karlawish sees between Alzheimers and COVID-19, which has inflicted disproportionate suffering on disadvantaged populations. Both diseases, he says, tell a story thats really about social care in early life that leads to better health in later life: our past is telling us something about what our future could be like, if we would be willing to listen to it.

READ:To a grandmother with Alzheimers: Perhaps slowly forgetting me is good for you

The other major news in Alzheimers carethe arrival of a reliable pre-mortem testrepresents both promise and peril. The story of the biomarker transforming Alzheimers disease is inspiring, says an enthusiastic Karlawish. When I was a medical student you couldnt diagnose Alzheimers before a patient had dementia or even then be sure until after death, when autopsies revealed the telltale presence in brains of amyloid plaques and tau tangles. But now testsexpensive and controversial for that reasoncan show the amyloid build-up before much impairment has set in. We can visualize the disease as a pathology before patients even have a memory problem, Karlawish continues, and that is a revolutionary shift in defining it.

Its also a minefield of ethical quandaries. One of the physicians patients responded to her positive amyloid test with crippling anxiety and said she wished shed never met Karlawish. Another, faced with the test news and self-aware enough to realize she was increasingly struggling with the brain games she used to monitor her condition, committed suicide. Many patients asking for the test have declared that they, too, would monitor themselves and, when the time came, would take their own lives while they still could. Most move imperceptibly into the disease without further mention of suicide, according to Karlawish, although family members remain acutely mindful, adding to their stress. And many people leave written instructions for assisted dying that most legal systems will not follow once the writer is judged mentally incapacitated.

That leads to one of the thorniest dilemmas in medicine, discussed in The Problem of Alzheimers through the lens provided by Margot Bentley, who died in an Abbotsford, B.C., nursing home in 2016. Bentley, a nurse who had worked in dementia wards, was a resolute believer in personal autonomy and death with dignity. A quarter century before her death, she wrote a living will, setting out her wishes not to be kept alive by heroic measures or artificial meansincluding nourishment or liquidsshould she ever fall into a medical condition that seemed to demand them. In 1999, Bentley was diagnosed with Alzheimers; by 2005 family care was no longer possible and she went into a nursing home; by 2011, she was reliant on spoon-feeding and no longer able to speak, move or recognize her family. Bentleys daughters decided it was time to honour their mothers wishes.

The nursing home refused, because staff believed that Bentley wanted to eat, and thus that she wanted to live, regardless of what she might have declared years before. Their evidence: Bentley often closed her mouth to main-course foods but opened it for sweet deserts. For the care workers that was a choice, an action of personal agency; for Bentleys daughters, it was an automatic reflex and not their mothers wish at all. Faced with the proverbial hard case that makes bad law, courts agreed with the home, and it was another five, wrenching years before Margot Bentley passed away.

Intention or reflex, the written words of Margot then, or her silent actions now? asks Karlawish rhetorically. We make too much of a dichotomy between the person before and the person now, he says. And, in our own fear of losing ourselves, we are too inclined to set them aside as not even human anymoretrapped in our gruesome Gothic metaphors, we describe them as vegetables or zombies. We need to see the minds in people who cant express themselves the way they used to, because theres something still going on within them. Both our fear and the black-and-white thinking that turns us away from the effort to understand, he continues, arise from caregiver exhaustion and stress, itself arising from a society that says your family is on its own, financially and otherwise.

Karlawish is not claiming to have solved the problem in his books title, or even to assure readers that Alzheimers will be solved someday. In fact, evidence is growing that there is more than one path to the condition. Many Alzheimers patients exhibit pathologies beyond the well-known amyloid and tau build-ups, including vascular lesions and damaged TDP-43 (a protein that controls how cells read their DNA). Alzheimers may well turn out to be as multi-pronged as cancer and, like cancer, an end-of-life issue that will mark humanity as far into the future as we can see. There will be advances in treatment for both ills, but there may never be a magic bullet cure for either.

What Karlawish wants to see is an acceptance of reality that propels a massive social investment in carean investment that starts early enough to cut dementia incidences and is large enough to share the burden when it nevertheless arrives. I think Alzheimers is testing us on how to think about our own time left, he says, and especially how to care for each other. Yes, active personal self-determination is vital, but it can only unfold within a society that really allows people to determine their lives. Were only as good as that, only as capable as the world around us lets us be.

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The problem of Alzheimers: Caregiver exhaustion and a minefield of ethical quandaries - Maclean's

By Brendan Keegan 4 minute Read

Being confident in the workplace (and yes, a virtual conference call qualifies) is a fundamental building block for a long and successful career in most industries, but its easier said than done. Even for people who are blessed with natural confidence, there are plenty of work-related circumstances that can see it deteriorate.

A work environment thats competitive, a bad boss, potential downsizing, or finding yourself at odds with the values that your employer embodies or tolerates can all be sources of doubt and uncertainty that can trigger a confidence drop.

You can fix that by invoking the power of a single, very special technique: Just take a moment and remind yourself of your personal vision.

A personal vision is nothing complicated. Its a clear, concise articulation of what you believe is your purpose.

Some people seem to lead their whole lives with a built-in personal vision that theyve never questioned. You know, those people who become world-class experts at something because they never quit practicing it long enough to wonder if they were on the right path.

A lot of athletes, artists, and musicians come to mind, probably because they feature prominently in the collective social awareness, but it can apply to anyone. Elon Musk became one of the worlds most successful entrepreneurs, for example, by applying his personal vision across multiple industries and domains. Other people who want to be doctors, parents, or teachers, succeed at making those dreams their reality by keeping their personal vision close, often without even realizing it.

Dont worry, those people are the outliers. Most of us struggle with identifying a clear sense of purpose in our lives or careers, and that may be because were trying to find it instead of realizing that it must be created.

A personal vision isnt created in a vacuum, its an answer to a question. The first step in defining your vision is putting the question into actual words.

Theres not just one question to be asked, of course. There are many, and asking a number of them is likely to help you orient yourself in the landscape of what matters most to you. Some of the things that you can consider in formulating your queries are what impact you want to make, what kind of state you find desirable, and what type of person you aspire to be.

These are some examples of questions that may help you identify what you value and lead you toward your personal vision:

Asking these questionsand again, they dont have to be these exact onesmight not give you a clear picture of exactly what your next steps should be, but the answers will help shine a light on the things that matter to you most. This exercise of cultivating self-awareness will put you on the path to a well-defined vision. That might look something like this:

It doesnt really matter what your vision is, as long as its something you can break down into actionable steps and achievable short-term goals. Keeping it short will help you commit it to memory. Its also helpful to write down your vision and put it somewhere you see it often, for instance, on your desk, bathroom mirror, or refrigerator.

Achieving your personal vision will take dedication and hard work, like anything good in life. It requires taking the time to break it down into exact, actionable steps and then really committing to following those steps. Dont stress yourself out over them. Its okay to take a day off. And if you ever start to feel yourself losing focus, just take some time to remind yourself of your vision.

If youre going to use your personal vision to shore up confidence in the workplace or in other dynamic situations, it obviously must be something that gives you a sense of confidence. Heres where a little Catch-22 may come into play. For the anxious among us, even the prospect of committing to one vision may induce a downward spiral of self-doubt.

To solve this apparent paradox, you have to create your personal vision fearlessly and dont worry if it changes. Its entirely possible that your sense of purpose will evolve in response to where life takes you. However, that shouldnt stop you from committing to what you feel is valuable today. Throw yourself into it, believe in it, and become it.

And when youre feeling a bit unsure or unsteady in yourself or your career, just take a moment to focus and say: Right now, my personal vision is . . .

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Do this one thing to instantly boost your confidence at work - Fast Company

Awareness is knowledge of oneself and surroundings and self-awareness are the ability to see oneself clearly and objectively through reflection and introspection.

The intuitive mind is a Sacred Gift (Picture Supplied)

Research shows that self-awareness has a direct impact on how we think, feel, act, as well as how we react to our thoughts, feelings and actions. If we have the conscious knowledge of our own character, feelings, motives and desires, then this level of internal understanding may just be the most powerful tool we can have in our life.

One of the drawbacks of living in our hectic, fast-paced society that equates external achievement with self-worth, is that we lack connection with our own bodies and have lost touch with our inner self.

Many of us have a clue who we are our inner self remains hidden behind an outer facade that we create, an effort which is externally directed.

Yogic Science offers a systematic approach to internalise and be connected with ourselves.

Reason for self-awareness

Increased self-awareness has the potential to enhance virtually every experience we have, as it is a tool and a practice that can be used anywhere, anytime, to ground ourselves in the moment and, realistically evaluate any situation.

There are well-researched benefits to the practice self-awareness: (1) It can make us more proactive, boost our acceptance, and encourage positive self-development (Sutton, 2016) (2) It allows us to see things from the perspective of others, practiceself-control, work creatively and productively, and experience pride in ourselves and our work as well as general self-esteem (Silvia & OBrien, 2004) (3) It leads to better decision-making (Ridley, Schutz, Glanz, & Weinstein, 1992) (4) It can make us better at our jobs, better communicators in the workplace, and enhance our self-confidence and job-related wellbeing (Sutton, Williams, & Allinson, 2015).

Sacred Gift

Albert Einstein said: The intuitive mind is a sacred Gift, and the rational mind is a Faithful Servant. We have created a society that honours the servant and has forgotten the gift.

Our intuition is the gut feeling that tells us if we are on the right track.

Think about it, has our gut feeling ever really been wrong? When our self-awareness game is strong, we know that it is our best bet to trust what our intuition is telling us about decisions, situations and people. According to renowned psychologist and author Daniel Goleman, self-awareness is also a necessary building block for emotional intelligence.

How do we inculcate self-awareness in our lives?

An article in The Harvard Business Review noted that only 10-15% of the people studied display self-awareness, although most of us believe we are self-aware (Eurich, 2018).

The path to healthy and happy living is through self-awareness (Picture Supplied)

Inherent Learning

The Sanskrit word Svadhyaya (self-study) like many, has a richer history than cannot easily be captured in English. The first part of the word, Sva, means own, self. The second part, Dhyaya means to study, to contemplate, to think on, to call to mind.

Thus, it translates as to study ones own self.

In the ancient Vedic scriptures, self-study is considered an inherent part of our learning, and is quoted as, Yoga is the journey of the self, through the self, to the Self.

The cap and lower self

In many pieces of writing regarding the practice of Yoga, when we see the wordself, written with small s, it refers to ourselves in this physical form, our ego, and who we consider ourselves to be on a daily basis. When we read the word Self with a capital S, this refers tothetrue self,Atman, orthe Divine, Eternal Consciousness within all of us.

The small self is mostly concerned with survival, which usually entails getting what it wants in all situations. It judges, criticises, fears, conditions, doubts and is essentially the cause of theChitta Vrittis,or fluctuations of the mind. By paying attention to, or studying our self, we become more aware of the things that hinder our thinking and also those which serve us and bring us closer to that process of uniting with the true Self.

This quote by Lao Tzu conveys how important self-awareness is for us: Watch your thoughts, they become words; watch your words, they become actions; watch your actions, they become habits; watch your habits, they become character; watch your character, for it becomes your destiny.

The SWAN Method

Just as we use SWOT analysis (Strengths, Weaknesses, Opportunities & Threats) within our businesses, we can use SWAN analysis (Strengths, Weaknesses, Aspirations & Needs) to gain a better understanding and acceptance of ourselves. We get empowerment by understanding and discriminating between our strengths, weaknesses, aspirations and needs.

We may not think about these qualities. Yet, at every moment they are active in our lives and dictate who we are. If we dont understand ourselves at a deeper level, then what is the quality of our existence? If we wish to direct, control and guide the subtle expressions of our personality, awareness has to be extended into these areas.

Types of weaknesses

These strengths and weaknesses are physical, mental or spiritual.

The strengths can be willpower, compassion or anything that can be applied positively and constructively in life, traits which help us evolve and grow. Weaknesses can be a lack of mental clarity, tension, and other such traits which sometimes overshadow the strengths or positive aspects of our life.

The challenge therefore is to improve the awareness of our strengths, as these can be applied constructively to overcome our weaknesses, which unfortunately we rarely do.

We need to accept our shortcomings and take the time to learn from rather than dwell on them. Our aspirations and ambitions may be external in relation to family, society, fame and status. How can we shift these to become more internal, such as wanting to be a more compassionate person?

We also have our needs, which are physical, emotional (such as relationships), mental (such as satisfaction) and spiritual. We can reflect on how to reduce our material needs to make our life simpler.

SWAN Meditation Practice

Sit comfortably in a meditation position, keeping spine, head, neck, shoulders straight and in alignment. Gently close your eyes. Then, become aware of your whole physical body from head to toe. Allow the entire body to relax in this position. Become aware of the natural breath, settle into a rhythmic breath and feel the whole body becoming calm and still.

As you hone into the space directly in front of your closed eyes, bring your focus to one aspect of SWAN (say strength), and pay attention to the top 3-5 attributes that come to you easily of their own accord. Similarly, become aware of the top 3-5 strengths that you want to develop. Continue in the same zone and try not think of any one particular trait.

Is there a strength that comes to your mind?

If yes, this will be your best strength. If nothing comes to mind, let it be, it may come in a subsequent reflective session.

The Om Mantra

Now move onto visualising a small, steady, brightly burning candle flame just in front of your closed eyes, and chant the mantra Om, or a mantra of your choice three times. Slowly come back into the physical space and body. Move your fingers, stretch the body, release the posture and open your eyes.

Carry on this practice to visualise your weaknesses, aspirations and needs.

Meditation is the first step to identify our SWAN, followed by self-reflection. We may find that as our minds are restless, we move from one of our SWAN traits into the next at an incredible pace, so fast that we are unable to differentiate between our strengths, weaknesses, aspirations or needs.

Life is full of trials, and Yoga is a lifelong learning process about ourselves and so, we need to go slow and fully assimilate one aspect of our personality to derive benefit from this process. As a Sadhana (discipline or dedicated practice) for one month, pick up only one strength and cultivate it to the maximum, or focus in a month to overcome only one weakness. Use these monthly reflective sessions also to update your SWAN attributes as you will continuously gain better personal insights.

As Swami Niranjanananda aptly summarises, Ultimately, through the practices of SWAN meditation, a stage of integration is reached wherein the different levels of the personality -instinctive, emotional, mental and psychic, are able to function and coordinate harmoniously. The fragmented aspects of the human personality, which hinder and limit creative potential, are gradually unified and reinforced, creating more positive channels of expression.

Designing Yoga Practice

When it comes to designing a Yoga practice, its easier to picture doing seated forward bends and downward dogs than engaging with theYamas (Restraints)andNiyamas(Observances) these being the first two rungs on the ladder of classical Yoga.

Postures fit into a daily schedule and have beginnings, middles, and ends. But yogic attitudes such as cultivating positivity and contentment are more contemplative in nature and require a measure of truthful self-examination. As a result, they tend to fall off our practice map.

Perhaps it is time to dig a little deeper into the underpinnings of Yoga, Svadhyaya in the sense of studying ourselves in daily life involves taking our Yoga practice off the mat and exploring the nature of Yoga itself.

Amal Karl is Group Chief Executive of FxMed New Zealand, NaturalMeds New Zealand and RN Labs Australia and Director of other companies. He lives in Auckland. The above is the second of two article on the subject. To read his first article, please click here. The above article has been sponsored by

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Knowledge of the self impacts human thought and action - indiannewslink.co.nz - Indian NewsLink

You are enough. Thats something we dont hear often enough and something we hardly ever say to ourselves. We look to others to measure our lives instead of looking at our life and being grateful for just being here at all.

Right now, as you read this, you are enough, but what does that mean? It means that without defining yourself by your job, your address, your physical shape or anything else that you are good enough, a perfect example of you.

For a moment Id like you to ask yourself something.

Can I accept myself as I am, today? Pause and reflect on that question. What I mean is do you feel content in yourself or when you think about it does your attention fall like a shadow on something about yourself that you think makes you unhappy or that youd like to change?

Theres nothing wrong with you if there is something youd like to change, improve or get rid of. In fact that kind of self-critique is essential in the process of learning more about who you are, how you relate to others and the world and most importantly, how you see yourself in terms of how you value yourself.

Wanting to be better, wanting to improve doesnt mean theres anything wrong with you now, just that youre becoming aware that there is potential to live in a way that will ultimately, with work and patience, bring you to a point where your baseline for happiness is much higher than it is today.

Every old habit you learned that doesnt help you now to be happy is up for examination. If you can accept those old habits and live comfortably without them affecting you or others then they are simply to be accepted.

If you see that they actively contribute to your unhappiness though, then they need to be changed or asked to leave. This is Acceptance in action again, the simple practice of looking at everything through the lens of accept it, change it or leave it behind.

The following guidelines are just that, guidelines, but if you start to use them youll soon find that youre living life more happily and are more self-aware and self-confident not just muddling through days carrying things that you would be better off letting go so you dont waste energy on them.

1. Live consciously. Be aware of your life, dont let it be a blur. Experience it with self awareness. Be present. Slow down during your day for long enough to remember what lunch tasted like or what inflection was in a friends voice or how a flower really smelled. This habit allows us time to see ourselves clearly. After all, if you dont have time to look inside how will you ever know if theres a better way to be?

2. Accept yourself as you are and then make choices about things you want to and CAN change or improve to live consciously and peacefully. You cant change your eye colour but you can change your old habits for better ones that help you now. Dont compare yourself or your life to anyone elses either because thats not your life, its theirs, accept it.

3. Notice where you can take responsibility for your life so that it doesnt just happen to you, you happen to it. This is your life and as such you have the final say in how you live it. You may feel powerless to change anything but you really arent. Let go of anything preventing you from reaching for all of lifes potential.

4. Be true to your values in every situation, even if thats hard to do. Personal integrity outweighs crowd mentality. You have to be able to live with yourself before you live with anyone else. Being known as someone who lives in a way that places integrity front and centre will cause people who value that trait to be drawn to you, filling your life with people who will only want good for you.

5. Live knowing that your purpose is simply to live and experience life, then find a purpose in life that focuses your attention and pursue excellence in that patiently and relentlessly, just not to the exclusion of everything else. Finding something to focus on properly allows you to gain new perspectives on how the world works and new ways for you to experience it, growing your horizons all the time.

6. Live in harmony with your conscience. That voice will steer you to the right action and peace. This is self-explanatory I hope! If it doesnt sit right with you then its not right for you. Its your soul telling you that this is one of those times that you cant accept something so it has to go!

These things grow your ability to practice The Art of Acceptance, the way you live in the moment and knowing real inner peace. These are the things I have learned over the past few years that have taken me from broken to content, from the edge of losing life to living one so full that I can spend time sharing what Ive learned with you. If you do the same in a way that works in your life, you will reap the same rewards. Its not about following anything I say slavishly but rather finding a way to put these simple, universal truths into practice in a way that fits your life best for you!

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COLUMN: Growing self-esteem and six steps to happy living, with Karl Clancy - TipperaryLive.ie