Cholesterol is equivalent to the calibre of staff. LDLs are the dysfunctional staff and the HDL the good ones cleaning up the mess left by the LDLs. The human body requires some cholesterol to function properly. These cholesterol, 'good'(high density lipoprotein or HDL) and 'bad' (low density lipoprotein or LDL) oneS are found in all cells which help to carry fats in the body.
Similarly, in every organisation, there are two categories of employees. There are the 'bad cholesterol' employees as well as the 'good cholesterol' employees. Those in the first category, the 'bad cholesterol' are not natural self-starters and they require prodding by some external forces from the environment before they are compelled towards achieving certain goals.
Too much of bad cholesterol can increase the risk of heart attack and stroke, as the bad cholesterol slowly builds up in the walls of the arteries that feed the heart and brain. Eventually, their vital supply of blood, oxygen and nutrients are cut off.
In the corporate context, the heart attack would be synonymous with a company suddenly waking up one day and finding that it has lost all its competitiveness. Usually the stroke or heart attack suddenly deals a lethal blow on their victims without any warning signs.
The 'good cholesterol' employees are intrinsically motivated from within. They are intelligent, high achievers and will exercise initiative and assume responsibility towards achieving the goals. They are able to attain the goals even though the external circumstances may not be favourable or supportive of such actions. The 'good' cholesterol carries the 'bad' cholesterol away from the arteries and back to the liver, where it is metabolised from the body, thus minimising the clogging of the artery walls.
The 'good cholesterol' employees have a high level of internal energy or 'qi' which propels them forward despite the external difficulties. The danger of not establishing the desired corporate culture is that it will not only fail to spur the 'bad cholesterol' employees towards achieving the desired corporate goals but may even deter and demotivate the 'good cholesteroL' employees from doing so.
One way of perpetuating good cholesterol is to ensure that you have good genes and cloning at the recruitment stage. This is why Bill Gates of Microsoft hires the best, brightest and highly motivated of the new university graduates, mainly the 'good cholesterol' personnel. He creates the environment where these individuals can thrive. As the critical mass of 'good cholesterol' employees work in concert to share experience, stimulation and knowledge, the energy level 'qi' shoots up. This also raises the contribution levels of the 'bad cholesterol' employees and gets the whole company all motivated and charged up.
Another way is to develop good cholesterol by training or exercising. Some people are not able to do their jobs well because they are not adequately trained for the purpose. Good training and development programmes like exercising increase the 'good cholesterol' employees and reduce the dysfunctional personnel.
To further foster the 'good cholesterol' performance, your staff incentive scheme should be consistent in rewarding the good employees and penalise the bad ones. Thus understanding the facts about 'good and bad' cholesterol employees will help take better care of your corporate health. It will help you avoid a corporate heart attack or stroke.
List Of Good And Bad Carbs
There was once a lady, sober in mind and sedate in manner, whose plain dress exactly represented her desire to be inconspicuous, to do good, to improve every day of her life in actions that should benefit her kind. She was a serious person, and she had a distaste for the gay society which was mainly a flutter of ribbons and talk and pretty faces; and when she meditated, as she did in her spare moments, her heart was sore over the frivolity of life and the emptiness of fashion. She longed to make the world better, and without any priggishness she set it an example of simplicity and sobriety, of cheerful acquiescence in plainness and inconspicuousness.
One day--it was in the autumn--this lady had occasion to buy a . From a great number offered to her she selected a bright colored one with floral prints. It did not match with the rest of her apparel; it did not fit her apparent character. What impulse led to this selection she could not explain. She was not tired of being good, but something in the texture of the skirt and the color pleased her. If it were a temptation, she did not intend to yield to it, but she thought she would take the skirt home and try it. Perhaps her nature felt the need of a little warmth. The skirt pleased her still more when she got it home and put it on and surveyed
herself in the mirror. Indeed, there was a new expression in her face that corresponded to the skirt. She looked at it. There was something almost humanly winning and temptatious in it. In short, she kept it, and when she wore it abroad she was not conscious of its incongruity to herself, but of the incongruity of the rest of her apparel to the skirt, which seemed to have a sort of intelligence of its own, at least a power of changing and conforming things to itself. By degrees one article after another in the lady's wardrobe was laid aside, and another substituted for it that answered to the demanding spirit of the skirt. In a little while this plain lady was not plain any more, but most gorgeously dressed, and possessed with the desire to be in the height of the fashion.
But this was not all. Her disposition, her ideas, her whole life, was changed. She did not any more think of going about doing good, but of amusing herself. She read nothing but stories in paper covers. In place of being sedate and sober-minded, she was frivolous to excess; she spent most of her time with women who liked to "frivol." She kept Lent in the most expensive way, so as to make the impression upon everybody that she was better than the extremest kind of Lent. From liking the sedatest company she passed to liking the gayest society and the most fashionable method of getting rid of her time. Nothing whatever had happened to her, and she is now an ornament to society.
This story is not an invention; it is a leaf out of life. If this lady that autumn day had bought a plain skirt she would have continued on in her humble, sensible way of living. Clearly it was the skirt that made the woman, and not the woman the skirt. She had no preconception of it; it simply happened to her, like any accident--as if she had fallen and sprained her ankle. Some people may say that she had in her a concealed propensity for frivolity; but the skirt cannot escape the moral responsibility of calling it out if it really existed. The power of things to change and create character is well attested.
Men live up to or live down to their clothes, which have a great moral influence on manner, and even on conduct. There was a man run down almost to vagabondage, owing to his increasingly shabby clothing, and he was only saved from becoming a moral and physical wreck by a remnant of good-breeding in him that kept his worn boots well polished. In time his boots brought up the rest of his apparel and set him on his feet again. Then there is the well-known example of the honest clerk on a small salary who was ruined by the gift of a repeating watch--an expensive timepiece that required at least ten thousand a year to sustain it: he is now in Canada.
Sometimes the influence of Things is good and sometimes it is bad. We need a philosophy that shall tell us why it is one or the other, and fix the responsibility where it belongs. It does no good, as people always find out by reflex action, to kick an inanimate thing that has offended, to smash a perverse watch with a hammer, to break a rocking-chair that has a habit of tipping over backward. If Things are not actually malicious, they seem to have a power of revenging themselves. We ought to try to understand them better, and to be more aware of what they can do to us. If the lady who bought the skirt could have known the hidden nature of it, could have had a vision of herself as she was transformed by it, she would as soon have taken a viper into her bosom as have tied the skirt around her waist. Her whole previous life, her feeling of the moment, show that it was not vanity that changed her, but the inconsiderate association with a Thing that happened to strike her fancy, and which seemed innocent. But no Thing is really powerless for good or evil.
Both Mike Teng & Misha Ghosh are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Mike Teng has sinced written about articles on various topics from Health, Mergers and Home. Dr Mike Teng (DBA, MBA, BEng) is the author of best-selling book, "Corporate Turnaround: Nursing a Sick Company back to Health." He is known as the "Turnaround CEO in Asia" by the media.. Mike Teng's top article generates over 450000 views. to your Favourites.
Misha Ghosh has sinced written about articles on various topics from Women Skirts, Bathroom Vanity and Modelling. . Misha Ghosh's top article generates over 2900 views. to your Favourites.
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