Where you went to school matters less than you think

Does it matter where you went to college? More business leaders say the answer is no than yes.

In a survey released Tuesday by Gallup, just 9 percent of business leaders said a job candidate’s degree was “very important” when it came to hiring. Meanwhile, 54 percent said it was not very important or not important at all, and 37 percent said it was somewhat important. Candidates’ majors, skills and knowledge of the field were far more important, the telephone survey of 623 business executives found.

Still, job candidates haven’t gotten the message. A whopping 80 percent of the American public surveyed by Gallup say they think their alma mater is important.

Some of that disconnect between employers’ and employees’ views may be less drastic than appears. What business leaders say in surveys and actually do aren’t necessarily one in the same. As Brandon Busteed, the executive director of Gallup Education, told Quartz, many companies still hire from a small group of universities. That’s especially true in some industries, such as finance. 

Of course, one reason candidates’ schools may matter less is that fewer top executives have elite degrees these days. A study by professors at Wharton and IE Business School in Madrid found that just 35 percent of executives in 2011 went to private non-Ivy League universities, down from 54 percent in 1980. (The prevalence of Ivy League degrees fell too, albeit less dramatically, from 14 percent in 1980 to 10 percent in 2011.)

Education still matters plenty, though, even if the particular school doesn’t. A candidate’s major was considered very or somewhat important by 70 percent of the participants in the Gallup survey. And a surprising number of companies actually still care how candidates performed on their SATs, the Wall Street Journal is reporting — with some firms even asking candidates in their 40s and 50s how they scored way back when.

So while it may not matter where you went, how you did and what you studied could help you get the job.

By: Jena McGregor. February 26, 2014



10 Pieces Of Business Advice You Should Ignore

Recently, the Young Entrepreneur Council (YEC) contacted top business leaders to ask the question, “What’s the worst business advice somebody gave you when you were starting your business (and how did you prove them wrong)?”

Many of their answers may surprise you. Check out the often common advice these entrepreneurs have found, in their experience, to be totally wrong. 

Don’t do it.

“Possibly the most heart-crushing, tear-jerking thing anyone has ever said to me was, ‘Don’t pursue your passion.’ Not many people can make a living off their creative passions, but I proved them wrong by working hard and never letting other people’s opinions affect my life. Now, you can view my work in prominent places in the Washington, D.C. metro area — and on television.”

-Angela Pan, Angela B Pan Photography

Give customers what they want.

“While taking client feedback is critical, giving customers what they want — instead of what serves their lives and businesses — is a copout. I remember the Henry Ford quote: ‘If I had asked people what they wanted, they would have said faster horses.’ Instead, I worked incredibly hard to educate my audience and persuade them. In real life, the customer is not always right.”

-Kelly Azevedo, She’s Got Systems

Never turn down a paying customer.

“While the goal of every entrepreneur is to make as much money as humanly possible, saying no to some paying customers may actually get you there faster. You see, in today’s ever-connected world of technology, it becomes paramount that you sell products only to those customers who can obtain an advantage or benefit. Those who can’t will blame you and cause unnecessary headaches down the road.”

-Charles Gaudet, Predictable Profits

Don’t get involved — it’s too saturated.

“One thing I’ve learned, as a serial entrepreneur, is that every industry is ‘saturated.’ I was told not to pursue my passion for incentivized marketing, due to saturation and other challenges in the industry. Since our launch in 2009, we have redefined the incentivized marketing space and become a leader in the industry. How? Through innovation — a better solution or product always exists!”

-Fehzan Ali, Adscend Media LLC

Create a business plan.

“The need for a business plan simply doesn’t exist, and I would argue that making one is a poor use of your most valuable resource: your time. Instead of writing a plan attempting to predict the future, spend your time building your business. I proved the naysayers wrong by doing just that, and I haven’t looked back since.”

-Anthony Saladino, Kitchen Cabinet Kings (Follow @cabinetkings)

Don’t quit your day job.

“My company pairs magazines with CDs and DVDs to create packages for super-fans. When my business partner and I told people we were creating a product to redefine the print and music industries, people laughed. One person said we would have more success launching a travel agency with the Titanic and Hindenburg! But by selling more than $10 million in product in two years, we got the last laugh.”

-Brittany Hodak, ZinePak

Stay in stealth mode.

“Many entrepreneurs are told to hide their ideas from others so no one can steal the ideas from them. The businesses that I have kept in stealth mode have been the least successful. Entrepreneurs need to talk to people to build their ideas and create user bases. Get your idea out there, learn what customers want and build it for them. Copycats won’t matter if you build it well and correctly.”

-Aron Schoenfeld, Do It In Person LLC

Capital is needed to start up.

“I would say the worst bit of advice that anyone can give is something that puts a spoke in the wheel. The advice that was belted out to me was, ‘How can you start up without capital? You’re married, you have responsibilities, you’ll burn your savings,’ etc. I simply got the client first, and that’s how I started without capital. Now, clients fund my business and its growth!”

-Rahul Varshneya, Arkenea LLC

Don’t be too niche.

“We had a vision that would disrupt healthcare education but wanted to focus, build market share, prove the model in one vertical and then expand. But the advice we often got was that we were too niche — and, while that is true, we were able to learn quickly from one focus area, gain credibility by dominating it and then replicate that for other markets to continue to grow quickly. “

-Shradha Agarwal, ContextMedia

Stick to your business plan.

“When you are first starting out, there is a 100 percent chance you’ll encounter obstacles and opportunities that no business plan could account for. The only way to deal with them is to be flexible. We’ve never had a business plan, and we’re better for it. We have goals in mind, but we don’t follow a rigid framework to achieve them.”

-Jim Belosic, Pancakes Laboratories/ShortStack

The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs. In partnership with Citi, YEC recently launched StartupCollective, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses.


MAR. 6, 2014, 5:34 PM

Read more: http://blog.brazencareerist.com/2014/03/05/10-pieces-of-business-advice-you-should-ignore/#ixzz2vWuS4QpL

Those who can’t, teach

Business schools are better at analysing disruptive innovation than at dealing with it 

IN EVERY profession there are people who fail to practise what they preach: dentists with mouths full of rotten teeth, doctors who smoke 40 a day, accountants who forget to file their tax returns. But it is a rare profession where failure to obey its own rules is practically a condition of entry. Business schools exist to teach the value of management. They impart some basic principles—like setting clear goals and managing risk. They also teach how dangerous the business world has become. The most fashionable phrase today is “disruptive innovation”: professors solemnly warn people that entire industries face powerful new forces and that comfortable incumbents are at the mercy of swift-footed challengers. But when it comes to their own affairs, business schools flout their own rules and ignore their own warnings.

Opportunities abound. Demand for good management is spreading to the emerging world and to the public and voluntary sectors. The number of business schools worldwide has increased from a handful a century ago to 12,000 institutions that now deliver some form of business education—and first-class establishments are today found in Hyderabad and Shanghai as well as London and Boston. But at the same time they face huge risks. They lack barriers to entry to protect them from changes that are sweeping through the education industry. Good management could ensure that they thrive. But it is in scarce supply for two reasons.

The first is that business schools have been captured by the academic guild. In 1959 two inquiries sponsored by the Carnegie and Ford Foundations argued that business schools were little better than trade schools and urged them to be more academic. Now they are little more than flags of convenience for academics. The surest way to get a tenured post is to write a PhD (on a subject only loosely related to business) and publish a string of articles in respected journals. Tenured academics are untouchable and can block any change in a school. So far the best schools have been able to thrive despite the power of the academic guild. Academic star-power helps them to attract high-paying MBA students.

But even at the elite level the power of the academic guild can be a problem. Professors have too little incentive to focus on teaching: the best will perish unless they publish in the right journals. And they have too little incentive to produce usable research. Oceans of papers with little genuine insight are published in obscure periodicals that no manager would ever dream of reading. Innovation is fuelled by bringing ideas from different spheres together. But academics specialise in dividing the world into tiny sub-disciplines. And when you get to the fat middle of the market these problems rise to the level of dysfunction.

The second problem is a herd mentality. Business schools suffer from a bad case of Harvard and Stanford envy: they dream of having fancy buildings and star professors. But the cost of participating in the arms race is going up—Columbia Business School is spending $600m on a campus—and the supply of people who are willing to pay top-dollar for an MBA is falling. The number of people taking the GMAT, which regulates admission to many business schools, fell by 50,000 last year. The number of Americans taking the test has fallen particularly sharply, forcing mid-ranking schools to dig deeper into their admission pool or rely on recruiting Asians, who will increasingly have business schools of their own to choose from. The reason for the softening demand is that returns on investment are also falling. The Graduate Management Admission Council, which conducted a survey of graduates of American business schools, found that 8% of the class of 2012 did not have a job when they graduated.

The obvious solution for schools outside the top tier is to compete on cost or innovation. Though the average fee for an American MBA course has risen by a third over the past four years some schools, such as Cornell and Rochester, are offering shorter courses and others, including Maryland and UCLA, are forgoing the annual fee increase. Ashridge, near London, focuses on short courses for executives. But too many continue to stick their heads in the sand. Meanwhile, they face competition from companies with a monetary incentive to control costs and expand enrolment. The Career Education Corporation, an American firm, is assembling a portfolio of business-oriented institutions. Laureate Education has over 800,000 business students in 30 countries. Private schools such as these are directly challenging the faculty-dominated not-for-profit model, employing staff to teach rather than research and making it easier to combine study with work. And some consultancies and investment banks are running in-house mini-MBAs.

Mind your own business school

The result is a paradox: many of the people who run business schools are approaching the future in the most unbusinesslike manner. The mood at this year’s meeting of deans in Gothenburg, Sweden, was a mixture of gloom and fatalism. They talked about academic inflation, image problems and the threat of MOOCs or massive open online courses (seeFree exchange). But they showed little confidence in their own ability to grasp opportunities or combat threats.

The deans have few levers at their disposal to reorganise their schools or cut costs: more than 80% of their bills go on academic salaries. They also have few incentives to pull what levers they have: almost all of them are former academics who are appointed for a maximum of five years. Michael Porter of HBS once warned that the most dangerous place for a business is to be stuck in the middle without an obvious advantage of cost or quality. Over the next few years a striking number of business schools are going to discover just how right he was.


By: Economist.com/blogs/schumpeter

Feb 8th 2014

Source: http://www.economist.com/news/business/21595929-business-schools-are-better-analysing-disruptive-innovation-dealing-it-those-who

The 10 Highest Paying Work-From-Home Jobs

It’s natural to think that all work-from-home jobs would pay significantly less than their office counterparts, but a new joint study from online job resources FlexJobs and PayScale shows that it’s a common misconception.

While the majority of American workers still go in to the office every day, telecommuting is on the rise. The number of people who work from home at least one day per week rose from 9.5 million in 1999 to 13.4 million in 2010, according to the U.S. Census. What’s more, Global Analytics reports that over 75% of employees who work from home earn more than $65,000 per year.

From FlexJobs’ database of work-from-home job listings, PayScale examined the average salaries the positions command at small and midsize businesses (those with fewer than 1,000 employees). These are the executive-level at-home jobs that pay the most:

1. Medical Director: $219,100

2. Chief Executive Officer: $199,300

3. Vice President of Marketing: $164,200

4. Chief Operations Officer: $152,800

5. Regional Vice President: $149,500

6. Chief Financial Officer: $139,200

7. Government Affairs Director: $112,300

8. Director of Business Operations: $109,100

9. Senior Business Analyst: $92,000

10. Director of Education: $68,300

“The increased importance of email, video conferencing, and other forms of virtual communication means that once a worker has gained the experience and skill levels required for the jobs on this list, their location often becomes less important,” said Katie Bardaro, director of analytics for PayScale, in the report.
By: Richard Feloni. FEB. 24, 2014, 6:30 PM

Read more: http://www.businessinsider.com/highest-paying-work-from-home-jobs-2014-2#ixzz2uRzehYu2

16 Billionaires Who Started With Nothing — Including WhatsApp’s Co-Founder

The American Dream is alive and well.

Facebook’s recent announcement that it would buy messaging app WhatsApp for a staggering $19 billion minted new billionaires, including co-founder and CEO Jan Koum who was once dirt poor. Koum’s family immigrated to the U.S. from Ukraine two decades ago and lived on food stamps. Today, he’s worth an estimated $6.8 billion.

All from humble beginnings, these 16 people not only climbed to the top of their industries but also became some of the richest people in the world.

These rags-to-riches stories remind us that through determination, grit, and a bit of luck anyone can overcome their circumstances and achieve extraordinary success.

Click on the website below to see the billionaires.

Read more: http://www.businessinsider.com/billionaires-who-came-from-nothing-including-whatsapp-cofounder-2014-2?op=1#ixzz2uCqORcbl


Here’s Why A College Degree Is Still Worth Its Price Tag

Though college prices are soaring, it’s still worth your while to get that degree.

College graduates ages 25 to 32 make, on average, $17,500 more a year than people with just a high school diploma, according to a recent study by the Pew Research Center. They are also significantly less likely to be unemployed, with a 3.8% unemployment rate versus a 21.8% rate for high school grads.

Are those advantages still worth the hefty price tag and debt load that today’s four-year degree can carry?

Absolutely yes, says Pew. Nine in 10 millennials say their college degree has already paid off or will pay off in the future. “Even among the two-thirds of college-educated millennials who borrowed money to pay for their schooling, about nine-in-ten (86%) say their degrees have been worth it or expect that they will be in the future,” Pew explains.

Moreover, 22% of millennials with only a high school diploma are living in poverty, compared to 6% of those with a college degree. And that’s significantly higher than in the late 1970s, when just 7% of Baby Boomers in their late 20s and early 30s with a high school diploma were living in poverty.

Pew says much of this shift can be attributed to the diminishing value of a high school diploma.

“While earnings of those with a college degree rose, the typical high school graduate’s earnings fell by more than $3,000, from $31,384 in 1965 to $28,000 in 2013,” the report says. “This decline, the Pew Research analysis found, has been large enough to nearly offset the gains of college graduates.”

The study was based on responses from more than 2,000 adults worldwide, of which 982 were ages 18 to 34.
Source: Alison Griswold. February 18, 2014

Read more: http://www.businessinsider.com/why-college-is-still-worth-it-2014-2#ixzz2tss1oOuL

Lessons from Sports Championship: Mind + Body + Action + Guide

Sport has the power to change the world. It has the power to inspire. It has the power to unite people in a way little else does. It speaks to the youth in a language they understand. Sport can create hope where once there was only despair.” – Nelson Mandela 

Following from my previous blog post “The Classic 20 – steps to learn anything faster, better and easier“, I am going  to look into details for educators and learner how to master each step. Today let’s start with the essential lessons from sports legends.

1. Mental Attitude: believe in your dream, visualize your goal, step by step and learn from mistakes. 

65ecb52d32264a1299b3dc8464184f33-65ecb52d32264a1299b3dc8_highAll achievers have a dream and they believe in it. They dream the impossible and make it happen. Their passion derive from an overwhelming desire to succeed. Their dream could be to win the Olympic Gold medal, to set new world record, or to challenge their own physical limitation. Then they learn to visualize their goals and break those goals down into achievable steps. So while the dream is always there, they build on their successes. You can’t become a world champion overnight; you have to tackle hurdles regularly along the way – and celebrate each success as it is achieved. To see their achievements in advance. To play through their next football match like a video of the mind. Jack Nicklaus, possibly the greatest golfer of all time – until Tiger Woods – says 90 percent of his success has come from his ability to visualize where every individual shot is going to land. Also all sports achievers have a fantastically positive attitude toward mistakes. They don’t even call them mistakes; they call them practice. Even Bjorn Borg, John McEnroe and Martina Navratilova belted balls into the net thousands of times on their way to the top in tennis. No teacher marked those shots as failures. They were all essential parts of learning.

 2. Physical intelligence: link the right mental attitude, fitness, diet and physical skills. Trust me. This can be trained. Then winning will just be like a habit. I will have a separate blog talking about how to discover the power of physical intelligence.

3. They all achieve by doing. Just do itSport is a hands-on operation. You don’t get fit by reading a book – although that may help with the theory. You don’t develop the right muscles staring at a television set. You don’t long-jump over 28 feet in a classroom. All sports achievements result fromaction.  Former American Olympian pentathlete Marilyn King says all astronauts, Olympic athletes and corporate executives have three things in common:  “They have something that really matters to them; something they really want to do or be. We call it passion.

4. Each achiever has a coach, a mentor, a guide.  In fact, we can probably learn more about real education from the success of the American college coaching system than we can from most school classes. If you doubt it, how many Olympic athletes, basketball and football stars have emerged from colleges – where the coaches are mentors, friends and guides?

In short, the key to peak performance is a combination of physical strength, mental focus, action and find an awesome coach!

Lastly, let’s give our sincere praise to our Olympic athletes for encouraging us to dream and inspiring us the essential lessons for life!

Source: Nelson Mandela quote. “The-Learning-Revolution” by Dr. Jeannette Vos and Gordon Dryden; “The Power of Physical Intelligence” by Tony Buzan. NIKE quotes

Six Principles for Developing Humility as a Leader

Whether we’re looking at business or politics, sports or entertainment, it’s clear we live in an era of self-celebration. Fame is equated with success, and being self-referential has become the norm. As a result we are encouraged to pump ourselves full of alarming self-confidence. Bluster and the alpha instinct, contends Tomas Chamorro-Premuzic, professor of business psychology, often get mistaken for ability and effectiveness (at least for a while). It may well be why so many (incompetent) men rise ahead of women to leadership positions, as Chamorro-Premuzic argued in a recent HBR post.

Yes, we have scores of books, articles, and studies that warn us of the perils of hubris. The word comes from the Greek and means extreme pride and arrogance, generally indicating a loss of connection to reality brought about when those in power vastly overestimate their capabilities. And yes, many of us have also seen evidence that its opposite, humility, inspires loyalty, helps to build and sustain cohesive, productive team work, and decreases staff turnover. Jim Collins had a lot to say about CEOs he saw demonstrating modesty and leading quietly, not charismatically, in his 2001 bestseller Good to Great.

Yet the attribute of humility seems to be neglected in leadership development programs. And to the extent it is considered by managers rising through the ranks, it is often misunderstood. How can we change this?

First, let’s get a few things straight. Humility is not hospitality, courtesy, or a kind and friendly demeanor. Humility has nothing to do with being meek, weak, or indecisive. Perhaps more surprising, it does not entail shunning publicity. Organizations need people who get marketing, including self-marketing, to flourish and prosper.

Hubris, meanwhile, is not a fair label to apply to any person who thinks differently and has the courage to assert or act on their convictions. Studies show, however, that serious problems emerge when robust individualism commingles with narcissism — another term for which we can thank the Greeks (whose demigod Narcissus fell in love with his own reflection). Narcissism combines an exaggerated sense of one’s own abilities and achievements with a constant need for attention, affirmation, and praise. While the label tends to be applied loosely to anyone behaving in a self-absorbed way, psychologists know narcissism to be a formal personality disorder for some, and a real impediment to their forming healthy relationships. The narcissist lacks self-awareness and empathy and is often hypersensitive to criticism or perceived insults. He or she frequently exaggerates contributions and claims to be “expert” at many different things. If you are part of an organization with a leader exhibiting such characteristics, you have a problem. (Executive search firms and hiring committees beware.)

But beyond refusing to hire or promote such extreme cases, can and should organizations try to cultivate more humility in their leadership ranks? How would that goal take shape in the context of a formal leadership development program? As a starting point, we would suggest a curriculum designed around six basic principles. If you’re a developing leader, you should be taught to:

Know what you don’t know. 
Resist “master of the universe” impulses. You may yourself excel in an area, but as a leader you are, by definition, a generalist. Rely on those who have relevant qualification and expertise. Know when to defer and delegate.

Resist falling for your own publicity. 
We all do it: whether we’re writing a press release or a self-appraisal, we put the best spin on our success — and then conveniently forget that the reality wasn’t as flawless. Drinking in the glory of a triumph can be energizing. Too big a drink is intoxicating. It blurs vision and impairs judgment.

Never underestimate the competition. 
You may be brilliant, ambitious, and audacious. But the world is filled with other hard-working, high-IQ, and creative professionals. Don’t kid yourself that they and their innovations aren’t a serious threat.

Embrace and promote a spirit of service. 
Employees quickly figure out which leaders are dedicated to helping them succeed, and which are scrambling for personal success at their expense. Customers do, too.

Listen, even (no, especially) to the weird ideas.
Only when you are not convinced that your idea is or will be better than someone else’s do you really open your ears to what they are saying. But there is ample evidence that you should: the most imaginative and valuable ideas tend to come from left field, from some associate who seems a little offbeat, and may not hold an exalted position in the organization.

Be passionately curious.
Constantly welcome and seek out new knowledge, and insist on curiosity from those around you. Research has found linkages between curiosity and many positive leadership attributes (including emotional and social intelligence). Take it from Einstein. “I have no special talent,” he claimed. “I am only passionately curious.”

We can’t imagine that an individual exposed to the six principles above and encouraged to take them to heart could become anything but a better leader.

But meanwhile, assuming your organization isn’t already helping its leaders develop such habits of mind, let us leave you with two humble, and humbling, suggestions. First: subject yourself to a 360 review. Anonymous feedback from the people who surround you may constitute a mirror you won’t love gazing into, but as Ann Landers wrote: “Don’t accept your dog’s admiration as conclusive evidence that you are wonderful.” 360 feedback pays off in two ways. It shows you how your self-perception deviates from others’ perception of your leadership. (And in leadership, perception is reality.) And it gives you a valuable practice in receiving feedback and turning criticism into a plan for growth and development.

Second, get a coach. We all have blind spots, and there’s certainly no shame in getting help with them. Fast Company reports that 43% of CEOs and 71% of Senior Executives say they’ve worked with a coach. And 92% of leaders being coached say they plan to use a coach again.

Resolve to work on your own humility and you will begin to notice and appreciate its power all around you. In a recent meeting we convened in Los Angeles, the accomplished Chairman and CEO of a major Hollywood studio shared the benefit of his experience with 20 young professionals and students. What did this leader emphasize with the group? He spoke of his own failures, weaknesses, and blind spots, and how they had spurred his learning and success. The fact that he spoke about himself in this way deeply impressed the group. He projected convincing self-confidence, authenticity, and wisdom.

He was a convincing example of the kind of leader our organizations should be trying harder to develop — the kind that knows it’s better to develop a taste for humility now than be forced to eat humble pie later.

Source: By John Dame and Jeffrey Gedmin.  Sep 9, 2013 8:00 AM PT


The Classic 20 – steps to learn anything faster, better and easier

Never-too-Young-to-ReadI have been thinking to start this blog for a long long time but never gave myself a chance to start. Thank Juan, co-founder of Live Talent, finally gave me a reason a start. Like most of us, the one thing (probably the only one thing besides being alive) that I can proudly declare over 10,000 hours of deliberately practises is schooling (thanks to my parents not giving me the power of decision-making before 18). The one classic book that probably changed my life is “The-Learning-Revolution” by Dr. Jeannette Vos and Gordon Dryden. It was gifted to me in 1999 in a translated Chinese version. How amazing is that those already-turned-yellow pages still applies to my life even after 16 years! This was the book shaped my belief that everyone has their talents regardless of race, religion, or learning challenges from the past.

Everyone is a teacher.  Everyone is a learner.  There is no such thing as being completely learning disabled. We may have learning difficulties and challenges, but the brain’s natural inclination is to learn. The question is what does it take to bring out your optimal ability to learn.

With the help of technology revolution such as “Massive Open Online Courses” and “Mobile Learning” platforms, the concept is further brought to reality. That’s the reason that I choose to start my blog with these classic 20 steps to learn anything much faster, better and more easily. Quite a large number of later articles or books that I have read about learning improvement can somewhat fall into these 20 points. Hope it can help you start an enjoyable learning journey too.

  • Step 1: Start with the lessons from Sports. My formula in short is: Mind + Body + Action + Guide = Success.
  • Step 2: Dare to dream. My practise would be to visualize the ideal future as detail as possible.
  • Step 3: Specific goal and deadlines. I use SMART goal system and always WRITE it down.
  • Step 4: Get an enthusiastic mentor – Fast! I always took notes on what people I know are enthusiastic about. Everyone can be your teacher but not everyone is available to teach. I am looking forward to a platform that I can find an enthusiastic mentor anytime I want to learn something.
  • Step 5: Start with the big picture first. This can be as simple as going through the table of content before reading a book.
  • Step 6: Ask! They are the “Who”, “What”, “When”, “Where”, “Why” and “How”. I like the Steve Jobs Approach: pick up the phone and call the experts!
  • Step 7: Seek out the main principle.
  • Step 8: Find three best books by practical achievers.
  • Step 9: Relearn how to read – faster, better, more easily.
  • Step 10: Reinforce with pictures and sound.
  • Step 11: Learn by doing
  • Step 12: Draw Mind Maps instead of taking linear notes.
  • Step 13: Easy ways to retrieve what you’ve learned.
  • Step 14: Learn of art of relaxed alertness.
  • Step 15: Practice, practice, practice
  • Step 16: Review and reflect
  • Step 17: Use linking tools as memory pegs
  • Step 18: Have fun, and play games
  • Step 19: Teach others
  • Step 20: Take an accelerated learning course

Baby-learning-in-StyleI have always been actively seeking resources, tools and platforms that would enable us to fully explore our talents, and empower us to learn anything faster, better and easier. I will dedicate this blog to provide all the best resources and tools for enthusiastic educators and learners just like me.