Web Site Lists The Top Summer Internship Programs For 2013 -- Thousands of summer and year-round internships available from top companies and organizations like Microsoft, Apple, NAACP, Coca-Cola, Sony, CNN, Smithsonian, and many more. -- Nationwide (April 4, 2013) -- It's that time of the year again where summer internships are soon to begin, and one new web site, FindInternships.com, is helping students find the right program. An intern is an assistant or apprentice who is being taught a craft or trade. For college students and graduates, an internship is a short term job, often without pay, that allows them to practice their new skills and learn from more experienced employees. It also gives them a real life look into the day to day activities that will define their work environment for the next 30-40 years. FindInternships.com is a 100% free online resource for students looking for summer and year-round internships. The web site posts new opportunities daily from major corporations, non-profit organizations, and local and federal government agencies. Some of their opportunities are even for students looking to go abroad. There are many, many opportunities available, and FindInternships.com filters through each one of them to ensure that they are 100% real and legit. Some are specific to students of certain majors and career paths, while others are only for students who reside in certain cities and states. For more details and/or to find an internship program, visit:www.FindInternships.com PRESS CONTACT: Find Internships info@findinternships.com

Three Misconceptions About Career Coaching

By Helen M Roberts

Three misconceptions about career coaching

So what exactly is career coaching? Is it going to deliver my dream job on a silver platter? Is it for people who 'need fixing'?

It is important to understand the role of an coach and be clear on what it is you want to take from the experience.

1. Career coaching is not psychological therapy

What is the difference between a coach and a counselor? The simple way of looking at it is this: A counselor helps you look back and fix the problems from your past as a means of helping you come to terms with your current situation, while a coach is only interested in the NOW and how they can help you achieve a more successful and happier future.

Coaching is a practice that helps people identify and achieve their goals. Similar to a sports coach, a career coach helps you to better define your professional competencies.

A career coach looks at the obstacles you are facing with regards to employment and career success and assists you in developing, executing and managing a strategy to help you achieve success.

2. Career coaching is not a quick fix

The support of a coach is comprehensive and long-term. A candidate for a career management coach is someone who wants to change their career direction, but is uncertain about their objectives.

A career management coach will focus on broad issues relating to the candidate's career - the past, present and future. Their task is to help the candidate explore and evaluate their value, their skills and where they want to be in their careers.

3. Career coaches are not mentors

While a career strategist will also form part of your inner circle or personal support team, their attention will be focused on making shifts in their candidate's behavioral patterns to enable them to enjoy more satisfying outcomes in their lives.

A career development coach could be compared to a compass, helping people who have become lost doing meaningless things. Maybe you are doing OK, but feel you could be doing much better.

I believe that sometimes, a little momentum is all you need to re-direct your life situation.

If you feel like you are not accomplishing anything of lasting value in your career, the guidance, support and suggestions of a coach may be just what you need. Live your best life now, what are you waiting for?

Helen Roberts philosophy is simple - she always encourages her clients to Find and Do something that they love. She encourages people to strive to be the best that they can be and achieve far greater success doing something that they love as opposed to working, doing something they hate, for a pay cheque.

Live your best life contact us today for a FREE Career Coaching session:
http://www.career-development-coach.com enter your name and contact details.

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Procedures and Benefits of Implementing Executive Career Coaching and Succession Planning

WWW.THINKDOCTOR.CO.UKThink Doctor Publications

Management, as everyone knows, is all about planning, organizing and controlling the scarce resources available to achieve certain goals. The resources are not just the material assets or money, the biggest challenge these days is to manage the human resource of an organization effectively.

The job switching rates over the past few years have increased dramatically, and this has compelled HR professionals to think about leadership development and succession planning. Selection, recruitment, training and development tasks seem to be easier now compared to the task of retaining good employees. More and more organizations are thus introducing and experimenting with new ideas to retain and groom their talent for a relatively longer period of time.

One of these newer ideas is the implementation of succession planning within the organization. This concept has brought many benefits to organizations including the higher retention rate of human capital and reduction in recruitment and compensation costs. This strategy utilizes the basic principle of management, i.e. choose a proactive approach rather than reactive. Do not confuse it with the concept of matching employees with forecasted vacancies; instead it opens a whole new trend of setting future directions of the organization as well as setting career paths for the employees. This makes the employees committed to the organization goals and success.

Hiring External Consultants

The biggest challenge organizations face when they decide to implement succession planning is the lack of resources and expertise within the company. Organizations that are in the introductory phase should go for hiring consultants and coaches from outside. External assistance in this regard will have professionals and qualified individuals plus the resources of the organization that will not be wasted on experimentation and training HR managers. Of course, they can gradually train their HR managers to carry on the task of consulting and coaching effectively.

Implementing Coaching As a Regular Feature

Executive Career Coaching is a latest trend in successful organizations. In this a career coach identifies each employee's strengths, interests, key motivators and values. He then helps the employees in choosing the right career path for them. Once the career path has been chosen, the coach then guides the employees in their preparation for their next promotion. This strategy has proved to minimize the chances of quitting at an executive level, since the employees were correctly matched with the best suited designations and were involved in the process of continuous career development.

Rewards

Endless benefits are associated with the implementation of career coaching and succession planning; however, I am highlighting just a few of them:

Continuous Development

By introducing the succession plan to employees and career guidance by external coaches, employees become more focused in their efforts and if they lack something they discuss it freely with their coaches. This makes them more confident and they can become expert managers of their field.

Prepare Employees for Future Leadership Roles

One of the best outcomes of this strategy is the grooming of regular employees for leadership roles they are going to play in the future. In the long-term it is going to yield organizational leaders that are loyal, skilled, know the organization and the industry well and will strive for profits and motivate upcoming employees in an efficient manner.

Sharp Decline in Recruitment Costs

When you hire someone from the outside for an executive post, you pay a minimum 25- 33% more than the remuneration you pay to your existing employees. By retaining and promoting someone from inside the organization, you save a lot of costs in selection, recruitment and training of a new individual. Most of the time workers from outside at executive posts ask for compensation greater than that of your current employee's package.

Employer is Able to Maintain a Track Record of Employees

External employees reveal little information on their development needs and weak areas, whatever the employer knows is through their evaluation during the interview or assessment test. On the other hand, employees that come forward from the company's own divisions have everything open in front of the employer and can be evaluated very thoroughly on each and every little aspect of management.

Overall Profitability of Organization Increases

Employees' career counseling is not just good for workers; it helps the organization in setting strategic directions for itself and forecasting issues that are generally overlooked by many strategists. The employees are then matched and polished for the future management and leadership roles required to accomplish the preset goals and missions.

From the above discussed points any company's top management or HR managers must be now able to visualize the benefits they are going to gain by implementing the executive career management program in their organization. This is not just an excellent strategy to retain, motivate and develop employees for future leadership roles; it is beneficial for the organization's overall profits in the long term as well.

Article Source: http://EzineArticles.com/?expert=Kelvin_A_Smith

Dr. Nelson Mandela Knew What He Wanted, Do You?

Dr. Nelson Mandela Knew What He Wanted, Do You?

www.zazzle.com/nelsonmandela

You must know what you want.

No matter how "unrealistic" or "impossible" your journey to getting it might be.

Just take a page right out of our birthday boy's Dr. Nelson Mandela's life.

As gut wrenching as the goal was you bet your life Madiba KNEW EXACTLY what he wanted.

Your first task to success is to be CLEAR about what your pleasing desire.

You must be so clear, the idea of you already possessing the thing you want makes you FEEL lighter, relaxed, inspired, Better.

Your to-the-point crystal clear, laser focused, unamabigous clarity is VITAL.

When you generalize you stand the chance of repelling what you DO want and attracting what you DON'T want.

When you are specific, you can now allow yourself to be emotionally involved with your goal.

As in now you can inject meaning into this goals of yours that means a lot to you.

These emotions of meaning must inspire and motivate you into deliberate action taking.

Now that you know WHAT you want, you will be inspired in the HOW that will get you there.

Like energy attracts like energy, in the form of people, thoughts, circumstances and environment.

Your mind is emotionally charged into attracting "thought inspiration" and people and circumstances that harmonize with the energy vibration your motivated self is now emitting.

"Action without faith is dead."

In fact you get almost rapid, miraculous, magical results from your Faith in action, your Faithful action.

So if your cause (action) was from an love-inspired feeling space, then you will attract a love-inspired effect (result).

The stronger and sincere your emotionally (meaningful) desire, the faster the attraction.

There is something else that takes place when you take action from an inspired feeling and thought state apart from the action itself.

You seem to trigger the forces of the Universe to thrust forward so to conspire into getting you the results you want in the best and fastest way possible.

The Primary Cause in the minds of all successful people just like our Nelson "Madiba" Mandela - see www.nelsonmandela.org - was that:

They knew WHAT they wanted,

And they KNEW they were going to GET IT.

The HOW was Secondary - inspired by them by their Primary Cause of course.

You master the Primary Cause to Your Success, Take Inspired Action Towards Your Goals and Your Success Is Guaranteed!

Love,

Musa

PS: HAPPY 93rd BIRTHDAY NATIONAL HERO AND GLOBAL INSPIRATION:


DR. NELSON MANDELA!!

You can learn more about this Powerful, Noble Prize Winning, Inspirational Living Legend through his Long Walk To Freedom and Conversations With Myself

NELSON MANDELA’S LEGACY

John Carlin

Think Doctor Publications

Ever since Nelson Mandela became president of South Africa after winning his country’s first democratic elections in April 1994, the national anthem has consisted of two songs spliced—not particularly mellifluously—together. One is “Nkosi Sikelel’ iAfrika,” or “God Bless Africa,” sung at black protest rallies during the forty-six years between the rise and fall of apartheid. The other is “Die Stem,” (“The Call”), the old white anthem, a celebration of the European settlers’ conquest of Africa’s southern tip. It was Mandela’s idea to juxtapose the two, his purpose being to forge from the rival tunes’ discordant notes a powerfully symbolic message of national harmony.

Not everyone in Mandela’s party, the African National Congress, was convinced when he first proposed the plan. In fact, the entirety of the ANC’s national executive committee initially pushed to scrap “Die Stem” and replace it with “Nkosi Sikelel’ iAfrika.” Mandela won the argument by doing what defined his leadership: reconciling generosity with pragmatism, finding common ground between humanity’s higher values and the politician’s aspiration to power.

The chief task the ANC would have upon taking over government, Mandela reminded his colleagues at the meeting, would be to cement the foundations of the hard-won new democracy. The main threat to peace and stability came from right-wing terrorism. The way to deprive the extremists of popular support, and therefore to disarm them, was by convincing the white population as a whole that they belonged fully in ‘the new South Africa,’ that a black-led government would not treat them the way previous white rulers had treated blacks. In a political context so delicate, Mandela pointed out, you had to be very careful with the messages you put out. Strike a false note and you risked undermining the nation’s stability; make the right gesture and national unity would be reinforced. The matter of the anthem offered a case in point, Mandela said: the short term satisfaction of banning the despised old song might come at a dangerously high price, whereas the magnanimous act of retaining it could yield mightily valuable returns.

And so it proved. Mandela’s wisdom in reaching out to the old enemy, repressing any vengeful impulses he might have accumulated during his twenty-seven years in prison, is the principal reason why South Africa has consolidated its transition from tyranny to democracy, and done so not, in the time-honored style of revolutions, through repression, but by persuasion. The triumphant expression of Mandela’s life’s work is seen in a political system that, seventeen years after he took power, remains as stable as it is authentically democratic. The rule of law, freedom of speech, free and fair elections: these are the gifts Mandela has bequeathed his nation.

Flaws, nevertheless, abound today, stemming from corruption in all its creeping manifestations. These could in time destroy the edifice Mandela built. But they will not undermine Mandela’s place in history, which is more durable than any political construct. As with Abraham Lincoln, his deeper legacy lies in the example he has left for succeeding generations.

Mandela is Africa’s Lincoln. You don’t do Lincoln too many favors if you scrutinize the detail of what came after him: he fought against slavery, yet black Americans would remain second-class citizens for more than one hundred more years; he appealed to “the better angels of our nature,” yet genocidal massacres of American Indians continued for some time after his death. It would be as unfair to tarnish Lincoln’s memory with the shortcomings of those that followed him as it would be to question Mandela’s lasting value by pointing to the mediocrity or venality of his successors.

The big truth is that Mandela, like Lincoln, achieved the historically rare feat of uniting a fiercely divided country. The feat is rare because what ordinary politicians have always done is seek power by highlighting difference and fueling antagonism. Mandela sought it by appealing to people’s common humanity.

It was behind bars that he learnt his most valuable lessons in leadership. As he himself has acknowleged, prison shaped him. He went in angry, convinced that the only way of achieving his people’s freedom was by force of arms. This was neither an original nor a morally opprobrious approach back then, in 1962, given every attempt to negotiate with successive white governments over the previous half century had been contemptuously rebutted; and given, too, the enormity of the injustice to which the eighty-five percent of the population who were not white had been subjected since the arrival of the first European mariners in 1652.

What the experience of prison did was elevate Mandela to a higher political plain, setting him apart from the great mass of ordinarily brave, ordinarily principled freedom fighters within his country and beyond. He learnt that succumbing to the vengeful passions brought fleeting joys at the cost of lasting benefits; he learnt, through studying his jailers closely, that black and white people had far more in common, at bottom, than they had points of difference; he learnt that forgiveness and generosity and, above all, respect were weapons of political persuasion as powerful as any gun.

When his time came, he deployed these lessons to devastating political effect—through countless small gestures in the same spirit of the big one he made on the national anthem, and, equally important, in the critical encounters he held, one on one, with figures from the white establishment whose influence on South Africa’s political destiny was almost as great as his own. During Mandela’s last four years in prison, he held secret talks about talks with the minister of justice of South Africa and the country’s top spy, and—once—with the president himself, the iron-fisted and (by reputation) ogreish P. W. Botha. The outcome of these meetings was that he was released from prison and the process of negotiations began that led to his people’s freedom and his rise to the highest political office in the land.

How did he convince his enemies to succumb to his will? First, by treating them individually with respect, by showing them trust, and by making it clear that he had a core set of values from which he would never be persuaded to depart. The human foundations having been laid, his sincerity having been established, he set about rationally persuading them that violent confrontation would only lead to the peace of the cemeteries, to everybody losing out, and that the only hope for all parties lay in negotiation.

I have talked at length to two of those three men with whom Mandela met secretly when he was still in prison, the minister of justice, Kobie Coetsee, and the intelligence chief, Niel Barnard. Coetsee wept while describing Mandela to me as “the incarnation of the great Roman virtues, gravitas, honestas, dignitas.” Barnard referred to him continually as “the old man,” as if he were talking about his own father.

Mandela had the same effect on practically everyone he met. Take the case of General Constand Viljoen, who in 1993, with the path set for multiracial elections a year later, was anointed leader of South Africa’s far right, charged with heading “the white freedom struggle.” Viljoen, who had been head of the South African Defence Force between 1980 and 1985, travelled the country organising what he called armed resistance units, others called terrorist cells. Mandela reached out to him through intermediaries and the two men met in secret at his home. Viljoen, with whom I have talked about this encounter, was almost instantly disarmed. Expecting a monster, having conditioned himself to regard Mandela as a fearsome Communist with little regard for human life, Viljoen was dumbstruck by Mandela’s big, warm smile, by his courteous attentivenes to detail (“Do you take sugar in your tea, General?”), by his keen knowledge of the history of white South Africa and his sensitivity to the apprehensions and fears white South Africans were feeling at that time. When the two men began discussing matters of substance, Mandela put it to him that, yes, he could go to war and, yes, his people were more skilled in the military arts than black South Africans; but against that, if it came to race war, black South Africa had the numbers, as well as the guaranteed support of practically the entire international community. There could be no winners, Mandela said. The general did not disagree.

That first meeting led to another, then another. Viljoen succumbed to Mandela’s lethally effective political cocktail of charm, respect, integrity, pragmatism and hard-nosed sense. He called off the planned “armed struggle” and, to the amazement of the South African political world, he agreed to take part in the all-race elections of April 1994, thereby giving his blessing to the political transformation Mandela had engineered, agreeing to the peaceful hand over of power from the white minority to the totality of the population. Viljoen won a parliamentary seat in representation of his freshly formed rightwing Freedom Front and I remember watching him on the day the new, all race parliament was inaugurated. Mandela was the last to enter the chamber and, as he walked in, Viljoen’s eyes settled on his new black president. His face wore an expression that could only be described, I thought at the time, as adoration. I asked him when we talked some years later whether I had been right in that description and he said I had been. The retired general also reminded me that before taking his seat on that inaugural parliamentary occasion Mandela had broken protocol by crossing the floor to shake hands with him. What had Mandela said to him? “He said, ‘I am very happy to see you here, general’.” And what did the general reply? “I said nothing. I am a military man and he was my president. I shook his hand and I stood to attention.”

Viljoen, who has had many encounters with Mandela since then, told me that one left his company feeling as if one were a better, more virtuous person. Viljoen was not alone. Mandela did appeal, and with uncanny success, to the better angels of people’s natures. But he did so—and this is very important—not primarily out of a desire to win a place in heaven, or to be well-liked. Mandela was the quintessential political animal: he did everything he did with a clear political purpose.  Not to understand this—to insist only on his admirable ‘lack of bitterness’ and his spirit of forgiveness—is to miss the bigger point that Mandela’s widely applauded saintliness was the instrument he judged to be most effective in the achievement of his political goals. Had he calculated, as he once did, that violence was the way to liberate his people, he would not have hesitated to pursue that route. Luckily for South Africa, he reached the conclusion that there could be no democracy without reconciliation, no justice without peace.

He acted wholeheartedly on this understanding, investing every last drop of his boundless charm, his political cunning, and his farsightedness in achieving his life’s goal by following the only strategy he knew could realistically work. Mandela’s legacy, the imperishable lesson he holds for the ages, and the reason why he stands head and shoulders above every leader of his generation, or practically every leader there has ever been, is that he showed it is possible to be a great human being and a great politician at the same time; that showing respect to friends and enemies alike can get you a long, long way; and that nothing beats the combination—in Mandela’s case, the seamless convergence—of magnanimity and power.

John Carlin is a senior international writer for El Pais, the world’s leading Spanish language newspaper, and a former correspondent in South Africa for the London Independent. He has written for the Times of London, the Observer, the BBC, the New York Times and TIME, among other media outlets. He is the author of Playing the Enemy: Nelson Mandela and the Game That Made a Nation, the basis for the film Invictus directed by Clint Eastwood and starring Morgan Freeman and Matt Damon

Nelson Mandela’s 8 rules of leadership

Think Doctor Publications

The former president of South Africa who ended apartheid there, Nelson Mandela, has an African first name, Rolihlahla, which translates literally as “pulling down a tree branch.” What that actually means is “troublemaker.”

Mandela’s life means many more things: warrior, activist and statesman.

Here are his rules of leadership:

1. Courage means surpassing fear. When his tiny plane lost an engine 20 minutes from its destination, Mandela sat calmly reading his newspaper. Once on the ground, he said, “Man, I was terrified up there!” He later explained that actual fearlessness would have been irrational, but as a leader he couldn’t show fear.
2. Lead from the front … but people must follow. After decades of armed struggle and refusing to negotiate with the government, Mandela decided to start talking with his enemies. His allies thought he was selling out, but he brought them along.
3. Lead from the back, too. As a boy, Mandela herded cattle. “You know,” he said, “you can only lead them from behind.”
4. Know your enemies. Mandela tried to understand and engage his opponents. He studied Afrikaans, the language of white South Africans, to learn their worldview. While in prison, Mandela, who was a lawyer, helped wardens with their legal problems. It amazed those most brutal proponents of apartheid that he would help them. For Mandela, he realized he could handle the worst characters imaginable.
5. Keep them close. Like Abraham Lincoln, the prisoner kept in his brain trust the people whom he didn’t like and couldn’t rely on. After his release, he called them on their birthdays and attended their family funerals. People simply act in their own self-interest.
6. Dress the part. He maintained the appearance of a leader.
7. Live in the gray area. He understood that apartheid had many causes and required nuanced solutions.
8. Recognize when to quit. Once, Mandela tried to get the voting age lowered to 14. His effort failed and he accepted it without sulking. He also left office at the right time, knowing that leaders choose not only what to do but what not to do.

—Adapted from “Mandela: His 8 Lessons of Leadership,” Richard Stengel, Time.