Start with Goals.

Infografik ini memperkenalkan GPT Prompting Frameworks, iaitu panduan untuk memberikan arahan yang jelas kepada ChatGPT. Setiap framework menggunakan pendekatan berbeza untuk membantu anda memberi arahan kepada AI. Berikut adalah ringkasan setiap framework dengan bahasa yang mudah:

1. ERA (Expectation, Role, Action)

Expectation: Tentukan hasil yang diinginkan.

Role: Nyatakan peranan yang perlu ChatGPT ambil.

Action: Jelaskan tindakan yang ChatGPT perlu lakukan.

2. APE (Action, Purpose, Expectation)

Action: Tentukan tugas spesifik yang perlu dilakukan.

Purpose: Nyatakan tujuan di sebalik tindakan itu.

Expectation: Jelaskan hasil yang diharapkan dari tindakan itu.

3. TAE (Task, Action, Goal)

Task: Nyatakan aktiviti yang perlu dijalankan.

Action: Huraikan langkah-langkah yang perlu diambil.

Goal: Nyatakan hasil akhir yang diinginkan.

4. CARE (Context, Action, Result, Example)

Context: Berikan latar belakang untuk tugas tersebut.

Action: Nyatakan tugas atau set arahan yang perlu dilakukan.

Result: Tentukan hasil yang diinginkan.

Example: Berikan contoh yang jelas.

5. RACE (Role, Action, Context, Expectation)

Role: Nyatakan peranan yang perlu ChatGPT ambil.

Action: Terangkan tugas yang perlu dilakukan.

Context: Sertakan maklumat latar belakang yang relevan.

Expectation: Jelaskan hasil yang diharapkan.

6. RISE (Role, Input, Steps, Expectation)

Role: Nyatakan peranan spesifik untuk ChatGPT.

Input: Sertakan maklumat atau sumber yang diperlukan.

Steps: Minta langkah-langkah terperinci.

Expectation: Terangkan hasil yang diharapkan.

7. ROSES (Role, Objective, Scenario, Expected Solution, Steps)

Role: Nyatakan peranan ChatGPT.

Objective: Tentukan sasaran atau tujuan.

Scenario: Huraikan situasi yang relevan.

Expected Solution: Nyatakan penyelesaian yang diharapkan.

Steps: Minta langkah-langkah untuk mencapai penyelesaian.

8. COAST (Context, Objective, Actions, Scenario, Task)

Context: Sediakan konteks untuk perbualan.

Objective: Nyatakan tujuan anda.

Actions: Terangkan tindakan yang perlu dilakukan oleh ChatGPT.

Scenario: Huraikan senario yang berkaitan.

Task: Nyatakan tugas yang spesifik.

9. TRACE (Task, Request, Action, Context, Example)

Task: Tentukan tugas spesifik.

Request: Nyatakan apa yang anda minta daripada ChatGPT.

Action: Huraikan tindakan yang diperlukan.

Context: Sediakan maklumat atau situasi yang berkaitan.

Example: Berikan contoh untuk menjelaskan arahan.

Setiap framework ini memberikan pendekatan untuk merangka arahan yang jelas, bergantung kepada keperluan spesifik anda, sama ada dengan menumpukan kepada peranan, tujuan, konteks, atau langkah terperinci.

Hadapi Kenyataan, Jangan Lari.

Let's make this a happy new year that really sincere, compassionate, warm-hearted human beings

Let's make this a happy new year.

Today, as we wish each other a Happy New Year, let us determine to be more sincere, compassionate, warm-hearted human beings, trying to make our world a more equal place. That way we'll actually make it a happy year.

When we think of ways how we can bring benefit to others we have almost endless opportunities to do so.

The more one is devoted to bring happiness to others, the more one benefits. This is not some sort of empirical theory but something empirical that can be easily observed.

The 6 Habits of True Strategic Thinkers

You're the boss, but you still spend too much time on the day-to-day. Here's how to become the strategic leader your company needs.

In the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic."

Whatever that means.

If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. Every leader's temptation is to deal with what's directly in front, because it always seems more urgent and concrete. Unfortunately, if you do that, you put your company at risk. While you concentrate on steering around potholes, you'll miss windfall opportunities, not to mention any signals that the road you're on is leading off a cliff.

This is a tough job, make no mistake. "We need strategic leaders!” is a pretty constant refrain at every company, large and small. One reason the job is so tough: no one really understands what it entails. It's hard to be a strategic leader if you don't know what strategic leaders are supposed to do.

After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Adaptive strategic leaders — the kind who thrive in today’s uncertain environment – do six things well:

Anticipate

Most of the focus at most companies is on what’s directly ahead. The leaders lack “peripheral vision.” This can leave your company vulnerable to rivals who detect and act on ambiguous signals. To anticipate well, you must:

• Look for game-changing information at the periphery of your industry
• Search beyond the current boundaries of your business
• Build wide external networks to help you scan the horizon better

Think Critically

“Conventional wisdom” opens you to fewer raised eyebrows and second guessing. But if you swallow every management fad, herdlike belief, and safe opinion at face value, your company loses all competitive advantage. Critical thinkers question everything. To master this skill you must force yourself to:

• Reframe problems to get to the bottom of things, in terms of root causes
• Challenge current beliefs and mindsets, including their own
• Uncover hypocrisy, manipulation, and bias in organizational decisions

Interpret

Ambiguity is unsettling. Faced with it, the temptation is to reach for a fast (and potentially wrongheaded) solution. A good strategic leader holds steady, synthesizing information from many sources before developing a viewpoint. To get good at this, you have to:

• Seek patterns in multiple sources of data
• Encourage others to do the same
• Question prevailing assumptions and test multiple hypotheses simultaneously

Decide

Many leaders fall pretty to “analysis paralysis.” You have to develop processes and enforce them, so that you arrive at a “good enough” position. To do that well, you have to:

• Carefully frame the decision to get to the crux of the matter
• Balance speed, rigor, quality and agility. Leave perfection to higher powers
• Take a stand even with incomplete information and amid diverse views

Align

Total consensus is rare. A strategic leader must foster open dialogue, build trust and engage key stakeholders, especially when views diverge. To pull that off, you need to:

• Understand what drives other people's agendas, including what remains hidden
• Bring tough issues to the surface, even when it's uncomfortable
• Assess risk tolerance and follow through to build the necessary support

Learn

As your company grows, honest feedback is harder and harder to come by. You have to do what you can to keep it coming. This is crucial because success and failure--especially failure--are valuable sources of organizational learning. Here's what you need to do:

• Encourage and exemplify honest, rigorous debriefs to extract lessons
• Shift course quickly if you realize you're off track
• Celebrate both success and (well-intentioned) failures that provide insight

Do you have what it takes?

Obviously, this is a daunting list of tasks, and frankly, no one is born a black belt in all these different skills. But they can be taught and whatever gaps exist in your skill set can be filled in. I'll cover each of the aspects of strategic leadership in more detail in future columns. But for now, test your own strategic aptitude (or your company's) with the survey at www.decisionstrat.com. In the comments below, let me know what you learned from it.

Paul J. H. Schoemaker: Founder and Chairman of Decision Strategies Intl. Author, professor, entrepreneur and speaker. Research Director of the Mack Center for Technological Innovation at Wharton, where he teaches strategy and decision-making

What's Your Influencing Style?

by Chris Musselwhite and Tammie Plouffe

Effective leadership today relies more than ever on influencing others — impacting their ideas, opinions, and actions. While influence has always been a valuable managerial skill, today's highly collaborative organizations make it essential. Consider how often you have to influence people who don't even report to you in order to accomplish your objectives. Success depends on your ability to effectively influence both your direct reports and the people over whom you have no direct authority.

Have you ever thought about how you influence others? The tactics you use? We are all aware that people use different influencing tactics, but did you realize that we each naturally default to the same tactics every time? Or that the tactics we default to are also the ones to which we are most receptive when being influenced?

It is these preferred tactics that define our influencing style. Analyzing the different influencing tactics, researchers have identified up to nine primary influencing tactics. In our quest to further understand personal influencing styles, we did additional research to build on the existing knowledge base. From our research, we've identified five distinct influencing styles: rationalizing, asserting, negotiating, inspiring, and bridging.

You may have an idea what your style is just from hearing these labels, but the most accurate way to identify your style is with an influence style indicator — a self-scoring assessment that classifies your style based on answers to questions about preferred influencing tactics. But even without the indicator, here are some questions you can ask yourself to begin to understand your style:

• Rationalizing: Do you use logic, facts, and reasoning to present your ideas? Do you leverage your facts, logic, expertise, and experience to persuade others?
• Asserting: Do you rely on your personal confidence, rules, law, and authority to influence others? Do you insist that your ideas are heard and considered, even when others disagree? Do you challenge the ideas of others when they don't agree with yours? Do you debate with or pressure others to get them to see your point of view?
• Negotiating: Do you look for compromises and make concessions in order to reach an outcome that satisfies your greater interest? Do you make tradeoffs and exchanges in order to meet your larger interests? If necessary, will you delay the discussion until a more opportune time?
• Inspiring: Do you encourage others toward your position by communicating a sense of shared mission and exciting possibility? Do you use inspirational appeals, stories, and metaphors to encourage a shared sense of purpose?
• Bridging: Do you attempt to influence outcomes by uniting or connecting with others? Do you rely on reciprocity, engaging superior support, consultation, building coalitions, and using personal relationships to get people to agree with your position?

While answering these questions, take your style a step further. How often does it work for you? Are you more successful with certain types of people? Have you ever wondered why? Since there are five different influencing styles, using only your preferred style has the potential to undermine your influence with as many as four out of five people.

Gaining awareness about our own influencing style and those of others is especially critical in light of today's fast-paced and stressful work environments, and here's why: When we are operating unconsciously out of a preference (our style) and not seeing the results we expect, we actually have the tendency to intensify our preferred behavior — even when it's not working!

If your individual success depends on gaining the cooperation of people over whom you have no direct authority, this should concern you. The way to begin to increase your odds of influencing more people is to learn to recognize and use each of the five styles.

Becoming aware that there are influencing styles other than yours is a good start. To further increase your influence, you must learn what each style sounds like when it's being used effectively and ineffectively. Gaining this awareness will help you recognize when the style you're using isn't working and how to determine one that will.

What's your influencing style? And what are you going to do about it?

(Sources - http://blogs.hbr.org)

The Magic of Doing One Thing at a Time

Why is it that between 25 and 50 per cent of people report feeling overwhelmed or burned out at work?

It's not just the number of hours we're working, but also the fact that we spend too many continuous hours juggling too many things at the same time.

What we've lost, above all, are stopping points, finish lines and boundaries. Technology has blurred them beyond recognition. Wherever we go, our work follows us, on our digital devices, ever insistent and intrusive. It's like an itch we can't resist scratching, even though scratching invariably makes it worse.

Tell the truth: Do you answer email during conference calls (and sometimes even during calls with one other person)? Do you bring your laptop to meetings and then pretend you're taking notes while you surf the net? Do you eat lunch at your desk? Do you make calls while you're driving, and even send the occasional text, even though you know you shouldn't?

The biggest cost — assuming you don't crash — is to your productivity. In part, that's a simple consequence of splitting your attention, so that you're partially engaged in multiple activities but rarely fully engaged in any one. In part, it's because when you switch away from a primary task to do something else, you're increasing the time it takes to finish that task by an average of 25 per cent.

But most insidiously, it's because if you're always doing something, you're relentlessly burning down your available reservoir of energy over the course of every day, so you have less available with every passing hour.

I know this from my own experience. I get two to three times as much writing accomplished when I focus without interruption for a designated period of time and then take a real break, away from my desk. The best way for an organization to fuel higher productivity and more innovative thinking is to strongly encourage finite periods of absorbed focus, as well as shorter periods of real renewal.

If you're a manager, here are three policies worth promoting:

1. Maintain meeting discipline. Schedule meetings for 45 minutes, rather than an hour or longer, so participants can stay focused, take time afterward to reflect on what's been discussed, and recover before the next obligation. Start all meetings at a precise time, end at a precise time, and insist that all digital devices be turned off throughout the meeting.

2. Stop demanding or expecting instant responsiveness at every moment of the day. It forces your people into reactive mode, fractures their attention, and makes it difficult for them to sustain attention on their priorities. Let them turn off their email at certain times. If it's urgent, you can call them — but that won't happen very often.

3. Encourage renewal. Create at least one time during the day when you encourage your people to stop working and take a break. Offer a midafternoon class in yoga, or meditation, organize a group walk or workout, or consider creating a renewal room where people can relax, or take a nap.

It's also up to individuals to set their own boundaries. Consider these three behaviors for yourself:

1. Do the most important thing first in the morning, preferably without interruption, for 60 to 90 minutes, with a clear start and stop time. If possible, work in a private space during this period, or with sound-reducing earphones. Finally, resist every impulse to distraction, knowing that you have a designated stopping point. The more absorbed you can get, the more productive you'll be. When you're done, take at least a few minutes to renew.

2. Establish regular, scheduled times to think more long term, creatively, or strategically. If you don't, you'll constantly succumb to the tyranny of the urgent. Also, find a different environment in which to do this activity — preferably one that's relaxed and conducive to open-ended thinking.

3. Take real and regular vacations. Real means that when you're off, you're truly disconnecting from work. Regular means several times a year if possible, even if some are only two or three days added to a weekend. The research strongly suggests that you'll be far healthier if you take all of your vacation time, and more productive overall.

A single principle lies at the heart of all these suggestions. When you're engaged at work, fully engage, for defined periods of time. When you're renewing, truly renew. Make waves. Stop living your life in the gray zone.

by

TONY SCHWARTZ

Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything. Become a fan of The Energy Project on Facebook and connect with Tony at Twitter.com/TonySchwartz and Twitter.com/Energy_Project.

8 Steps to Increasing Your Motivation - http://affirmyourlife.blogspot.com

What is this thing we call motivation? What is it we mean when we say we can’t get motivated? There are many different definitions of the word ‘motivation’, but to most people it can simply be defined as that something which propels us to take continued action towards a specific goal.


There are 8 important steps to creating motivation, all of which are necessary if motivation is to be achieved and sustained:

1. Motive (incentive, cause, stimulus, reason)
Motive can be seen as the first step in motivation. It is the original incentive behind the idea of considering a new goal.

2. Value – Importance, significance, interest
Value reflects how much importance we place on the goal itself. It is the prompter to proceed - helping us to go beyond the idea, and seriously consider how the results would affect our lives.

3. Commitment - intention, conviction, promise, decision
Commitment is the point at which we declare our intention to take action. It is our promise to begin the journey towards our goal.

4. Focus - purpose, objective, goal, direction, planning
Focus keeps our objective in constant sight. It strengthens our chances of success by providing purpose and direction to our actions.

5. Belief - faith, confidence, positive thinking, certainty
Belief gives us the faith that our goals can and will be reached. It gives us confidence in ourselves and keeps us thinking positively about the outcome.

6. Self-discipline - dedication, determination, willpower, tenacity, perseverance
Self-discipline provides us with the determination needed to stay on track. It keeps us going no matter what obstacles arise. It ensures that our goals are honoured everyday with appropriate action.

7. Enthusiasm - desire, passion, fire, excitement, eagerness

Enthusiasm gives passion to our focus. It turns our desire into a fire that is not easily extinguished.

8. Progress – acknowledgement, encouragement, reward
Progress makes the journey towards our goal more pleasurable. By acknowledging our progress along the way we maintain our enthusiasm and momentum.

Books on Success & Meaningful Achievement

Think and Grow Rich by Napolean Hill

This is one of the first books written on personal achievement and is still one of the best. It is based on two decades of research conducted on over 500 successful people including Henry Ford, Thomas Edison, Alexander Graham Bell and John D. Rockefeller. If there is something you want to achieve in life this book will definitely help you succeed.

Maximum Achievement by Brian Tracy

This all encompassing personal development book is one of Brian Tracy's best selling books. You will find insights into the mind as well as success principals for every area of your life; career, income, relationships, family and spirituality. Although this book is quite long at 350 pages, if you commit and discipline yourself to apply the principals shared will be guaranteed great results.

The 7 Habits of Highly Effective People by Steven Covey
This book has been a fantastic success selling over a million copies each year since its release. It is a compelling self-help book as well as an excellent management leadership manual. Covey studied success literature going back 200 years for his doctoral dissertation and believes that outward success is not success at all. He also puts effectiveness at a higher level than achievement and outlines that real effectiveness comes from having clarity about your principals, values and vision. This is not a book of tips and tricks that you can browse through, it is a comprehensive guide about personal and professional effectiveness.

Feel the Fear . . . and Do It Anyway by Susan Jeffers

This easy to read book will help you understand more about your fears so that you can go beyond them. The beauty of this book is its simplicity and even the title itself is a great mantra – feel the fear and do it anyway.

Outliers: The Story of Success by Malcolm Gladwell

Malcolm Gladwell examines the background of people who achieve over and above what is normally expected of them and reveals what they have in common in this really engaging book. You will find interesting facts and well told stories that explain why some achieve outstanding results in life. A great read for parents and educators.

The Monk Who Sold His Ferrari by Robert Sharma

This is an easy to read story of a high profile lawyer who after a near fatal heart attack decides to 'leave it all behind' in search of the real meaning of life. He travels to the Himalayas where he meets a group of sages who impart their wisdom. The success principals shared are a blend of eastern wisdom and western guidance. In many ways this book is like an old wine in a new bottle, you may have heard many of the principals before, nonetheless good advice is always worth repeating!

See You at the Top: 25th Anniversary Edition by Zig Ziglar

As you read this book, you will feel like the author is sitting beside you giving you no nonsense guidance on the topics of self-image, goal setting, teamwork as well as the importance of having good habits and attitudes. While some find that the language is old fashioned and that there is too much reference to religion, this is certainly an upbeat optimistic motivational book.

The Magic of Thinking Big by David Schwartz
The key message in this book is that success is determined by the size of your belief, so why not think big. Unconsciously, you have decided what you can and cannot be, have and do in life. This book will help you enlarge your thinking and act on it. As you read, you will find the language of the book conversational and the techniques simple and practical. The stories sprinkled throughout are fun and will really hold your attention. What is great about this book is that you can pick it up anywhere and begin reading.

Unlimited Power : The New Science Of Personal Achievement by Anthony Robbins

Although this book is quite long, it is easy to read and filled with clear and inspiring ideas. As with all of Anthony Robbins books he is very clear about the importance of taking action in your own life and requires you to develop your own strategies rather than following a set of recommended tips.

As a Man Thinketh by James Allen

Although it has been 100 years since this book was first published, readers continue to rave about it. It is a slender little book that has been described as a masterpiece and the work of a genius. The central message of self help literature i.e. “we are what we think” is explored in a way that will re-ignite your thinking. in a priceless, timeless and lasting way.