Not that I have any FAT friends, or that any of my friends need the information in this article, but maybe some of my friends have friends that are FAT and might need this information. Get my drift? :)
by Sheila Mulrooney Eldred is a Minneapolis-based freelance writer.
It's not fair, you say: You're eating right and you're working out for hours every week, yet your unwanted fat is barely fazed – in fact, it's just plain ignoring you. What gives?
Well, it could be that you haven't yet trained your body to burn fat efficiently. Or it could be that you've adapted to your current program and, as a result, you're burning fewer calories than you were a few months ago.
Either way, stalled weight loss can be frustrating, but here's the good news: Using strategic heart-rate training, you can drop those stubborn pounds. Heart-rate training is a personalized form of cardiovascular training that serves more than weight-loss goals. It establishes optimal exercise intensities – or zones – based on your unique metabolism, heart rate, current level of fitness, and health or fitness goals. By strategically working out within these parameters, you encourage your cardiorespiratory system to become stronger and more efficient. This leads to improved athletic performance and a tendency for your body to use stored fat rather than its circulating and stored sugar (glucose and glycogen) for energetic fuel.
The bottom line? Regardless of why you undertake heart-rate training, you'll probably wind up burning more fat, more easily. And if you're trying to lose weight, that's probably especially sweet music to your ears.
Gauge Your Intensity Whether you run, swim or do step aerobics, you can use your heart rate to personalize your weight-loss program. The idea is to train at the right intensity for the right amount of time.
All you need is a heart-rate monitor or a keen sense of your exertion levels. This approach removes some of the traditional focus on "per-session caloric burn" and instead places it squarely on metabolic fitness. "Heart-rate training changes your physiological structure," says Kevin Steele, PhD, vice president of research and development at Life Time Fitness. "The goal is to improve cardiorespiratory strength, increase lean body mass and elevate metabolism in the process."You'll first need to determine your anaerobic threshold (AT), the heart rate at which your body transitions from burning primarily fat to using primarily carbohydrates (sugars) for energy. When your body kicks into sugar-burning gear, lactic acid begins to accumulate in the bloodstream faster than you can use it. While this intensity produces a high rate of caloric burn and significant fitness gains, it's difficult to maintain for long. Happily, you don't have to. By simply cycling your intensity up and down (interval training) so that your heart rate repeatedly approaches, crosses and then drops below your AT, you can achieve dramatic fat-burning results, both during exercise and while you're going about your daily business. Find Your Happy Place You can calculate your AT by taking a Metabolic Assessment Profile (MAP) test at your health club, or you can get a general sense of it by referencing the heart-rate-training chart at lifetimefitness.com/heart_rate.
The heart-rate training zones are based on your individual AT and form the backbone of your weight-loss program.
Zone 1.
Use this warm-up and active recovery zone to begin and end your workout, and when you're fatigued, sore or overtrained. Your heart rate is 60 to 70 percent of your AT, and you generally burn more fat calories than carbohydrates.
Zone 2.
In the aerobic development zone (70 to 90 percent of your AT), you build your aerobic base and efficiency, which improves your overall conditioning and endurance. In this zone, you are typically still burning more calories from fat than carbohydrates.
Zone 3.
Just below or at your AT (90 to 100 percent), the aerobic endurance zone is where your body begins to use an equal combination of fat and carbs as a fuel source and creates a higher caloric burn rate. This "hard" zone challenges your cardiovascular system and results in improved endurance and cardio efficiency.
Zone 4.
The anaerobic endurance zone (100 to 110 percent of AT) raises your AT and increases your tolerance to lactic acid, training the body to reuse it as an energy source. In this zone, your body primarily uses carbs for energy.
Zone 5.
In this zone – the most difficult of all – you pour on effort and intensity for short intervals that challenge your body to reach its full athletic potential. Carbs are nearly the sole fuel source. This level of exertion is extremely difficult to maintain for more than a few minutes (or for the untrained, seconds).
If your primary goal is weight loss, you can apply heart-rate training to your program by initially spending a significant portion of your workout in zones 2 and 3, which help you develop a solid aerobic base. Concentrating your efforts there allows you to exercise harder and longer while burning fat as the primary source of energy.
Once you've developed an aerobic base, you'll begin to exercise at intensities closer to your AT (the boundary which separates zones 3 and 4). You'll burn a greater number of calories, but more important, you'll teach your body how to shift between the aerobic and anaerobic energy systems, building your metabolic rate and encouraging your body to burn fat at increasing levels of intensity, thus improving your exercise endurance. (You'll recognize that you've built a solid aerobic base when you can spend time doing cardio exercise without experiencing the high fatigue level you felt when you first started the program.)
From Stalled to Stellar Caroline Connor, of Shelby Township, Mich., had just about given up on trying to lose weight when she learned about heart-rate training. Connor's fitness had stalled so much that she started to wonder if her body was actually immune to exercise. As a last resort, she decided to give Life Time Fitness's O2 heart-rate-training program a try. Twice a week with a trainer, Connor did group workouts based on her unique AT, exercising primarily in zones 1, 2 and 3. She also did similar workouts on her own twice a week. By the end of the six-week program, the 48-year-old nurse had dropped her body fat from 20 to 18 percent, and lowered her four-mile running time by more than four minutes.
Most people embarking on a heart-rate-training program for the first time see changes in as little as three to four weeks – provided they exercise three to four times per week in the zones appropriate for their current level of fitness.
The following changes will be evident in both your cardiovascular and musculature systems: Cardio. By introducing training stimuli, the heart becomes more efficient at working above its resting heart rate.
Translation: It becomes easier to work out harder for longer – thus you burn more calories with greater ease, and in less time. Your resting heart rate also decreases, meaning your heart is capable of pumping the same amount of blood with fewer beats. Ultimately, your cardiac output and efficiency improve.
The key to metabolic-training success, says Steele, is consistency and variety. Working in different zones helps boost your overall fitness level, increasing the range in which your body uses fat for fuel. It also helps maximize the number of calories you burn postworkout and encourages your body to store carbs as quicker-burning glycogen instead of fat. Musculature. Mitochondria, often referred to as "cellular power plants," are responsible for burning fat. Regular exercise increases the number of mitochondria in your cells. Thus, increasing mitochondria through exercise helps you burn more fat calories – not only when you're exercising, but also when you're at rest. By strategically working out in zones 2, 3 and 4, you can increase your mitochondrial count, build lean muscle mass and increase your metabolic rate, resulting in fat burning that extends hours beyond your workout.
Breaking Through Running 30 minutes at the same pace every day is great for general health, but over time, this type of repetitive workout is likely to lead to a fitness – and weight-loss – plateau. Heart-rate training helps you cleverly avoid this trap by empowering you to work out at an appropriate and constantly varying level of challenge – one that your unwanted fat can't possibly ignore.
Tuesday, October 21, 2008
Tuesday, October 14, 2008
Great Story!
This is a great story. Not sure if it's true, but that doesn't really matter. What matters is the message and it doesn't get any better than this. Please read carefully and feel free to share with family and friends! Enjoy!!
"I arrived at the address where someone had requested a taxi. I honked but no one came out. I honked again, nothing. So I walked to the door and knocked. 'Just a minute', answered a frail, elderly voice. I could hear something being dragged across the floor.
After a long pause, the door opened. A small woman in her 90's stood before me. She was wearing a print dress and a pillbox hat with a veil pinned on it, like somebody out of a 1940s movie. By her side was a small nylon suitcase. The apartment looked as if no one had lived in it for years. All the furniture was covered with sheets.. There were no clocks on the walls, no knickknacks or utensils on the counters. In the corner was a cardboard box filled with photos and glassware.'Would you carry my bag out to the car?' she said. I took the suitcase to the cab, and then returned to assist the woman. She took my arm and we walked slowly toward the curb. She kept thanking me for my kindness. 'It's nothing', I told her. 'I just try to treat my passengers the way I would want my mother treated'.. 'Oh, you're such a good boy', she said.
When we got in the cab, she gave me an address, and then asked, 'Could you drive through downtown?' 'It's not the shortest way,' I answered quickly. 'Oh, I don't mind,' she said. 'I'm in no hurry. I'm on my way to a hospice'. I looked in the rear-view mirror. Her eyes were glistening. 'I don't have any family left,' she continued. 'The doctor says I don't have very long.' I quietly reached over and shut off the meter. 'What route would you like me to take?' I asked.
For the next two hours, we drove through the city. She showed me the building where she had once worked as an elevator operator. We drove through the neighbourhood where she and her husband had lived when they were newlyweds. She had me pull up in front of a furniture warehouse that had once been a ballroom where she had gone dancing as a girl. Sometimes she'd ask me to slow in front of a particular building or corner and would sit staring into the darkness, saying nothing. As the first hint of sun was creasing the horizon, she suddenly said, 'I'm tired. Let's go now' We drove in silence to the address she had given me.
It was a low building, like a small convalescent home, with a driveway that passed under a portico. Two orderlies came out to the cab as soon as we pulled up. They were solicitous and intent, watching her every move. They must have been expecting her. I opened the trunk and took the small suitcase to the door. The woman was already seated in a wheelchair. 'How much do I owe you?' she asked, reaching into her purse. 'Nothing,' I said 'You have to make a living,' she answered. 'There are other passengers,' I responded.
Almost without thinking, I bent and gave her a hug. She held onto me tightly. 'You gave an old woman a little moment of joy,' she said. 'Thank you.' I squeezed her hand, and then walked into the dim morning light.
Behind me, a door shut. It was the sound of the closing of a life. I didn't pick up any more passengers that shift. I drove aimlessly lost in thought. For the rest of that day, I could hardly talk.
What if that woman had gotten an angry driver, or one who was impatient to end his shift? What if I had refused to take the run, or had honked once, then driven away?
On a quick review, I don't think that I have done anything more important in my life.
We're conditioned to think that our lives revolve around great moments.
But great moments often catch us unaware-beautifully wrapped in what others may consider a small one.
PEOPLE MAY NOT REMEMBER EXACTLY WHAT YOU DID, OR WHAT YOU SAID, BUT THEY WILL ALWAYS REMEMBER HOW YOU MADE THEM FEEL.
You won't get any big surprise in 10 days if you send this to ten people. But, you might help make the world a little kinder and more compassionate by sending it on.
Thank you, my friend... Life may not be the party we hoped for, but while we are here we might as well dance".
"I arrived at the address where someone had requested a taxi. I honked but no one came out. I honked again, nothing. So I walked to the door and knocked. 'Just a minute', answered a frail, elderly voice. I could hear something being dragged across the floor.
After a long pause, the door opened. A small woman in her 90's stood before me. She was wearing a print dress and a pillbox hat with a veil pinned on it, like somebody out of a 1940s movie. By her side was a small nylon suitcase. The apartment looked as if no one had lived in it for years. All the furniture was covered with sheets.. There were no clocks on the walls, no knickknacks or utensils on the counters. In the corner was a cardboard box filled with photos and glassware.'Would you carry my bag out to the car?' she said. I took the suitcase to the cab, and then returned to assist the woman. She took my arm and we walked slowly toward the curb. She kept thanking me for my kindness. 'It's nothing', I told her. 'I just try to treat my passengers the way I would want my mother treated'.. 'Oh, you're such a good boy', she said.
When we got in the cab, she gave me an address, and then asked, 'Could you drive through downtown?' 'It's not the shortest way,' I answered quickly. 'Oh, I don't mind,' she said. 'I'm in no hurry. I'm on my way to a hospice'. I looked in the rear-view mirror. Her eyes were glistening. 'I don't have any family left,' she continued. 'The doctor says I don't have very long.' I quietly reached over and shut off the meter. 'What route would you like me to take?' I asked.
For the next two hours, we drove through the city. She showed me the building where she had once worked as an elevator operator. We drove through the neighbourhood where she and her husband had lived when they were newlyweds. She had me pull up in front of a furniture warehouse that had once been a ballroom where she had gone dancing as a girl. Sometimes she'd ask me to slow in front of a particular building or corner and would sit staring into the darkness, saying nothing. As the first hint of sun was creasing the horizon, she suddenly said, 'I'm tired. Let's go now' We drove in silence to the address she had given me.
It was a low building, like a small convalescent home, with a driveway that passed under a portico. Two orderlies came out to the cab as soon as we pulled up. They were solicitous and intent, watching her every move. They must have been expecting her. I opened the trunk and took the small suitcase to the door. The woman was already seated in a wheelchair. 'How much do I owe you?' she asked, reaching into her purse. 'Nothing,' I said 'You have to make a living,' she answered. 'There are other passengers,' I responded.
Almost without thinking, I bent and gave her a hug. She held onto me tightly. 'You gave an old woman a little moment of joy,' she said. 'Thank you.' I squeezed her hand, and then walked into the dim morning light.
Behind me, a door shut. It was the sound of the closing of a life. I didn't pick up any more passengers that shift. I drove aimlessly lost in thought. For the rest of that day, I could hardly talk.
What if that woman had gotten an angry driver, or one who was impatient to end his shift? What if I had refused to take the run, or had honked once, then driven away?
On a quick review, I don't think that I have done anything more important in my life.
We're conditioned to think that our lives revolve around great moments.
But great moments often catch us unaware-beautifully wrapped in what others may consider a small one.
PEOPLE MAY NOT REMEMBER EXACTLY WHAT YOU DID, OR WHAT YOU SAID, BUT THEY WILL ALWAYS REMEMBER HOW YOU MADE THEM FEEL.
You won't get any big surprise in 10 days if you send this to ten people. But, you might help make the world a little kinder and more compassionate by sending it on.
Thank you, my friend... Life may not be the party we hoped for, but while we are here we might as well dance".
Tuesday, October 7, 2008
10 Principles of Motivation
by Nido R. Qubein
One of the questions I hear most often from executives is "How do I motivate my employees to do the things I want them to do?"
The answer is: You don't!
We can't motivate people. They are already motivated. But we can determine what motivates them and use this knowledge to channel their energies toward our company goals.
From my 20 years of helping executives solve their people challenges, I've learned a few basic principles about motivation.
Let me share them with you:
ALL PEOPLE ARE MOTIVATED.
Some people are like water in a faucet. They have the motivation; all you have to provide is the opportunity. The water is already motivated to flow. But it doesn't have the opportunity until you open the tap. Others are like mountain streams, which flow swiftly but follow their own channels. People, too, may move energetically, but toward their own goals. We in management should make it worth their while to channel their motivations toward the results management is seeking.
PEOPLE DO THINGS FOR THEIR REASONS; NOT FOR YOURS OR MINE.
We in management have to show employees what's in it for them when they follow behaviors that benefit the company. We can show them by using rewards and recognition, appealing to their sense of pride and achievement.
PEOPLE CHANGE BECAUSE OF PAIN.
When the pain of staying the same becomes greater than the pain of changing, people will change. For example, Americans didn't start buying smaller, fuel-efficient automobiles until the pain of high gasoline prices became greater than the pain of switching to less roomy and less powerful cars.
THE KEY TO EFFECTIVE COMMUNICATION IS IDENTIFICATION.
When something becomes personal, it becomes important. When our clients or our employees begin to identify with who we are and what we are, good things begin to happen. Large corporations have discovered that. Prudential, for example, knows that its customers want to buy security. So it doesn't just sell insurance; it markets peace of mind by inviting all of us to buy "a piece of the rock." Kodak doesn't sell film; it invites its customers to "trust your memories to Kodak." AT&T doesn't tell us to make long-distance calls. It asks us to "reach out and touch someone." In dealing with employees, it isn't enough to appeal to them on the basis of loyalty to the company. They need personal reasons for showing this loyalty. Whether we're instituting a new educational program or undergoing a total restructuring, we can get our employees on board more readily if we show them how the change will affect them for the better. When my company sets out to lead corporate teams in developing their human-relations skills, we don't tell them what we're going to do for the company. We talk about what we're going to do for the individual. For example, in the introduction to one of our manuals, we tell supervisors: We've designed this complete educational system to help YOU master the skills of supervisory management and enjoy the rewards of leadership and career enhancement. From management's standpoint, the training was designed to increase the effectiveness of the organization. That's what sold the company on the program. But from the employee's standpoint, it was to upgrade the skills of the individual. That's what sold the employees on the program.
THE BEST WAY TO GET PEOPLE TO PAY ATTENTIONTO YOU IS TO PAY ATTENTION TO THEM.
That means listening to others and not just hearing them. Listening is active; hearing is passive. If you listen to individuals long enough, they'll tell you what their concerns and problems are. It's very important that executives listen to their staff and associates. We need to take the time to get to know them, not just by name, but also by their interests and aspirations. We should try not to come across as interrogators, but ask them friendly questions about how they are, what they did over the week-end, and what they're doing on vacation. Then listen. It's amazing what you'll learn.
PRIDE IS A POWERFUL MOTIVATOR.
Everybody is proud of something. If we find out what makes our people proud, we can use that insight to channel their motivation. Pride is tied closely to self-esteem. My friend, Robert W. Darvin, has founded several successful companies, including Scandinavian Design, Inc., and has often used our consulting services and invited me to speak to his people. His observations on self-esteem are worth repeating: There's only one thing that counts in a business: building the self-esteem of your employees. Nothing else matters, because what they feel about themselves is what they give to your customers. If an employee comes to work not liking his job, not feeling good about himself, you can be sure that your customers will go away not liking or feeling good about your company.
YOU CAN'T CHANGE PEOPLE; YOU CAN ONLYCHANGE THEIR BEHAVIORS.
To change behavior, you must change feelings and beliefs. This requires more than training. It requires education. When you train people, you just try to teach them a task; when you educate people you deal with them at a deeper level relative to behavior, feelings and beliefs.
THE EMPLOYEE'S PERCEPTION BECOMES THE EXECUTIVE'S REALITY.
This is a very important point. When we speak to employees, they don't respond to what we say; they respond to what they understand us to say. When employees observe our behavior, they respond to what they perceive us doing, and will try to emulate us. Suppose you send an employee to a developmental workshop or seminar and she comes back brimming with new ideas and information. But you haven't been exposed to all this stimulating stuff, so your behavior doesn't change. The employee realizes this and concludes that the behavior she observes in you is the behavior you want. This may not be the case at all. You may want the employee to implement all these new ideas, but your employee's perception is the reality you get.
YOU CONSISTENTLY GET THE BEHAVIORS YOU CONSISTENTLY EXPECT AND REINFORCE.
We should look for ways to reward employees for doing the things we want them to do. The reward may take the form of financial incentives, prizes, or simply public recognition of a job well done. Reinforcement can be positive or negative, as my Roundtable partner, Ken Blanchard, has taught us all. If employees learn that a certain type of behavior results in lower earnings, less favorable hours or less desirable territories, they'll adjust their behavioral patterns.
WE ALL JUDGE OURSELVES BY OUR MOTIVES;BUT WE JUDGE OTHERS BY THEIR ACTIONS.
Put another way, we're inclined to excuse in ourselves behavior that we find unacceptable in others. When our employees are late for work, it's because they're irresponsible and have no interest in their jobs. When we're late for work, it's because we were attending to necessary details that had to be taken care of. When employees engage in undesirable behavior, we shouldn't try to assess motives or change them. Just deal with the behavior. We can't change the motives of our employees, but through positive or negative reinforcement you can affect their actions. Follow these principles and you'll find yourself surrounded by motivated employees who are channeling their energies toward your corporate goals -- goals in which they have personal stakes.
One of the questions I hear most often from executives is "How do I motivate my employees to do the things I want them to do?"
The answer is: You don't!
We can't motivate people. They are already motivated. But we can determine what motivates them and use this knowledge to channel their energies toward our company goals.
From my 20 years of helping executives solve their people challenges, I've learned a few basic principles about motivation.
Let me share them with you:
ALL PEOPLE ARE MOTIVATED.
Some people are like water in a faucet. They have the motivation; all you have to provide is the opportunity. The water is already motivated to flow. But it doesn't have the opportunity until you open the tap. Others are like mountain streams, which flow swiftly but follow their own channels. People, too, may move energetically, but toward their own goals. We in management should make it worth their while to channel their motivations toward the results management is seeking.
PEOPLE DO THINGS FOR THEIR REASONS; NOT FOR YOURS OR MINE.
We in management have to show employees what's in it for them when they follow behaviors that benefit the company. We can show them by using rewards and recognition, appealing to their sense of pride and achievement.
PEOPLE CHANGE BECAUSE OF PAIN.
When the pain of staying the same becomes greater than the pain of changing, people will change. For example, Americans didn't start buying smaller, fuel-efficient automobiles until the pain of high gasoline prices became greater than the pain of switching to less roomy and less powerful cars.
THE KEY TO EFFECTIVE COMMUNICATION IS IDENTIFICATION.
When something becomes personal, it becomes important. When our clients or our employees begin to identify with who we are and what we are, good things begin to happen. Large corporations have discovered that. Prudential, for example, knows that its customers want to buy security. So it doesn't just sell insurance; it markets peace of mind by inviting all of us to buy "a piece of the rock." Kodak doesn't sell film; it invites its customers to "trust your memories to Kodak." AT&T doesn't tell us to make long-distance calls. It asks us to "reach out and touch someone." In dealing with employees, it isn't enough to appeal to them on the basis of loyalty to the company. They need personal reasons for showing this loyalty. Whether we're instituting a new educational program or undergoing a total restructuring, we can get our employees on board more readily if we show them how the change will affect them for the better. When my company sets out to lead corporate teams in developing their human-relations skills, we don't tell them what we're going to do for the company. We talk about what we're going to do for the individual. For example, in the introduction to one of our manuals, we tell supervisors: We've designed this complete educational system to help YOU master the skills of supervisory management and enjoy the rewards of leadership and career enhancement. From management's standpoint, the training was designed to increase the effectiveness of the organization. That's what sold the company on the program. But from the employee's standpoint, it was to upgrade the skills of the individual. That's what sold the employees on the program.
THE BEST WAY TO GET PEOPLE TO PAY ATTENTIONTO YOU IS TO PAY ATTENTION TO THEM.
That means listening to others and not just hearing them. Listening is active; hearing is passive. If you listen to individuals long enough, they'll tell you what their concerns and problems are. It's very important that executives listen to their staff and associates. We need to take the time to get to know them, not just by name, but also by their interests and aspirations. We should try not to come across as interrogators, but ask them friendly questions about how they are, what they did over the week-end, and what they're doing on vacation. Then listen. It's amazing what you'll learn.
PRIDE IS A POWERFUL MOTIVATOR.
Everybody is proud of something. If we find out what makes our people proud, we can use that insight to channel their motivation. Pride is tied closely to self-esteem. My friend, Robert W. Darvin, has founded several successful companies, including Scandinavian Design, Inc., and has often used our consulting services and invited me to speak to his people. His observations on self-esteem are worth repeating: There's only one thing that counts in a business: building the self-esteem of your employees. Nothing else matters, because what they feel about themselves is what they give to your customers. If an employee comes to work not liking his job, not feeling good about himself, you can be sure that your customers will go away not liking or feeling good about your company.
YOU CAN'T CHANGE PEOPLE; YOU CAN ONLYCHANGE THEIR BEHAVIORS.
To change behavior, you must change feelings and beliefs. This requires more than training. It requires education. When you train people, you just try to teach them a task; when you educate people you deal with them at a deeper level relative to behavior, feelings and beliefs.
THE EMPLOYEE'S PERCEPTION BECOMES THE EXECUTIVE'S REALITY.
This is a very important point. When we speak to employees, they don't respond to what we say; they respond to what they understand us to say. When employees observe our behavior, they respond to what they perceive us doing, and will try to emulate us. Suppose you send an employee to a developmental workshop or seminar and she comes back brimming with new ideas and information. But you haven't been exposed to all this stimulating stuff, so your behavior doesn't change. The employee realizes this and concludes that the behavior she observes in you is the behavior you want. This may not be the case at all. You may want the employee to implement all these new ideas, but your employee's perception is the reality you get.
YOU CONSISTENTLY GET THE BEHAVIORS YOU CONSISTENTLY EXPECT AND REINFORCE.
We should look for ways to reward employees for doing the things we want them to do. The reward may take the form of financial incentives, prizes, or simply public recognition of a job well done. Reinforcement can be positive or negative, as my Roundtable partner, Ken Blanchard, has taught us all. If employees learn that a certain type of behavior results in lower earnings, less favorable hours or less desirable territories, they'll adjust their behavioral patterns.
WE ALL JUDGE OURSELVES BY OUR MOTIVES;BUT WE JUDGE OTHERS BY THEIR ACTIONS.
Put another way, we're inclined to excuse in ourselves behavior that we find unacceptable in others. When our employees are late for work, it's because they're irresponsible and have no interest in their jobs. When we're late for work, it's because we were attending to necessary details that had to be taken care of. When employees engage in undesirable behavior, we shouldn't try to assess motives or change them. Just deal with the behavior. We can't change the motives of our employees, but through positive or negative reinforcement you can affect their actions. Follow these principles and you'll find yourself surrounded by motivated employees who are channeling their energies toward your corporate goals -- goals in which they have personal stakes.
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