Culture Jamming - Definition and Examples

Culture Jamming s Culture sticking is the act of disturbing the ordinary idea of regular daily existence and business as usual with astounding, frequently funny or sarcastic acts or fine arts. The training was promoted by the counter consumerist association Adbusters, which regularly utilizes it to constrain the individuals who experience their work to scrutinize the nearness and impact of publicizing and commercialization in our lives. Specifically, culture sticking frequently requests that we think about the pace and volume at which we devour and the unchallenged job that the utilization of merchandise plays in our lives, in spite of the numerous human and ecological expenses of worldwide large scale manufacturing. Key Takeaways: Culture Jamming Culture sticking alludes to the making of pictures or practices that power watchers to scrutinize the status quo.Culture sticking upsets accepted practices and is regularly utilized as an instrument for social change. Activists have utilized culture sticking to bring issues to light of issues including sweatshop work, rape on school grounds, and police mercilessness. The Critical Theory Behind Culture Jamming Culture sticking regularly includes the utilization of an image that amends or plays off of a generally perceived image of a corporate brand, (for example, Coca-Cola, McDonalds, Nike, and Apple, to give some examples). The image is regularly intended to raise doubt about the brand picture and qualities connected to the corporate logo, to scrutinize the purchaser relationship to the brand, and to enlighten destructive activities with respect to the partnership. For instance, when Apple propelled the iPhone 6 out of 2014, the Hong Kong-based Students and Scholars Against Corporate Misbehavior (SACOM) organized a dissent at a Hong Kong Apple Store where they spread out an enormous standard that highlighted the picture of the new gadget sandwiched between the words, iSlave. Harsher than harsher. Still made in sweatshops. The act of culture sticking is propelled by the basic hypothesis of the Frankfurt School, which concentrated on the intensity of broad communications and publicizing to shape and direct our standards, qualities, desires, and behaviorâ through oblivious and subliminal strategies. By undercutting the picture and qualities connected to a corporate brand, the images conveyed in culture sticking mean to create sentiments of stun, disgrace, dread, and eventually outrage in the watcher, since it is these feelings that lead to social change and political activity. Once in a while, culture sticking utilizations an image or an open exhibition to study the standards and practices of social foundations or to address political suspicions that lead to imbalance or bad form. The craftsman Banksy is a striking case of this kind of culture sticking. Here, well look at some ongoing cases that do likewise. Emma Sulkowicz and Rape Culture Emma Sulkowicz propelled her exhibition piece and senior proposal venture Mattress Performance: Carry That Weight at Columbia University in New York Cityâ in Septemberâ 2014, as an approach to cause basic to notice the universitys misusing of disciplinary procedures for her supposed attacker, and its misusing of rape cases as a rule. Talking about her exhibition and her experience of assault, Emma told the Columbia Spectator that the piece is intended to take her private experience of assault and disgrace in the fallout of her assault into the open circle andâ to genuinely summon the mental weight she has conveyed since the claimed attack. Emma promised to convey the weight in broad daylight until her supposed attacker was removed or left grounds. This never occurred, so Emma and supporters of the reason conveyed her bedding all through her graduation service. Emmas day by day execution not just broughtâ her affirmed assaultâ into the open circle, it likewise stuck the notionâ that rape and its results are private issues, and enlightened the truth that they are oftenâ hidden from see by the disgrace and dread that survivors experience. Declining to endure peacefully and in private, Emma madeâ her individual understudies, workforce, overseers, and staff at Columbia face the truth of rape on school grounds by making the issue noticeable with her exhibition. In sociological terms, Emmas execution served to disappear the no-no on recognizing and talking about the broad issue of sexual viciousness by upsetting the accepted practices of every day grounds conduct. She brought assault culture into sharp spotlight on Columbias grounds, and in the public arena by and large. Emma got a store of media inclusion for her way of life sticking execution piece, and individual understudies and graduated class of Columbia joined her in conveying the weight every day. Of the social and political intensity of her work and the boundless media consideration it got, Ben Davis of ArtNet, the pioneer in worldwide news about the craftsmanship world, composed, I can scarcely think about a fine art in late memory that legitimizes the conviction that workmanship can in any case helpâ lead a conversationâ in an incredible way Mattress Performanceâ already has. People of color Matter and Justice for Michael Brown While Emma was hefting that weight around Columbias grounds, most of the way the nation over in St. Louis, Missouri, nonconformists innovatively demandedâ justice for 18-year-old Michael Brown, an unarmed Black manâ who was slaughtered by a Ferguson, MO cop Darren Wilson on August 9, 2014. Wilson had by then yet to be accused of a wrongdoing, and since the slaughtering happened, Ferguson, a prevalently Black cityâ with a dominatingly white police power and a background marked by police badgering and brutality,â had been raked by every day and daily fights. Similarly as interlude finished up during an exhibition of Requiem by Johannes Brahms by the St. Louis Symphony on October 4, a racially differing gathering of artists remained from their seats, individually, singing the great Civil Rights song of praise, Which Side Are You On? In an excellent and frequenting execution, dissenters tended to the prevalently white crowd with the tunes nominal inquiry, and begged, Justice for Mike Brown is equity for all of us. In a recorded video of the occasion, some crowd individuals look on disapprovingly while many applauded the vocalists. Dissidents dropped bannersâ from the gallery recognizing Michael Browns lifeâ during the performanceâ and recited Black lives matter! as they calmly left the orchestra lobby at the finish of the tune. The astounding, innovative, and delightful nature of this culture sticking dissent made it especially viable. The dissidents benefited from the nearness of a tranquil and mindful crowd to disturb the standard of audienceâ silence and stillnessâ and rather madeâ the crowd the site of a politically drawn in execution. At the point when normal practices are disturbed in spaces in which they are generally carefully complied, we will in general rapidly pay heed and spotlight on the interruption, which makes this type of culture sticking effective. Further, this presentation disturbs the advantaged comfort that individuals from an orchestra crowd appreciate, given that they are principally white and affluent, or if nothing else working class. The presentation was a compelling method of reminding individuals who are not troubled by prejudice that the network in which they live is right now under ambush by it in physical, institutional, and ideological waysâ and that, as individuals from that network, they have an obligation to battle those powers. Both of these exhibitions, by Emma Sulkowicz and the St. Louis dissenters, are instances of culture sticking at its best. They shock the individuals who demonstrate the veracity of them with their disturbance of accepted practices, and in doing as such, call those very standards, and the legitimacy of the organizations that compose themâ into question. Each offers an opportune and profoundly importantâ commentary on disturbing social problemsâ and drives us to stand up to that which is all the more helpfully cleared aside. This issues in light of the fact that instinctively defying the social issues of our day is a significant advance toward important social change.

Reflection on theory and knowledge in nursing

Reflection on hypothesis and information in nursing The point of this report is take a gander at a basic episode that happened by and by and relates this to the hypothesis and information with respect to correspondence and relational aptitudes, in order to exhibit a comprehension of my perspectives on the workmanship and study of reflection and the issues encompassing intelligent practice; in other words, what abilities were and were not utilized at the hour of the occurrence. Secrecy will be kept up as required by the Nursing Midwifery Council Code (NMC, 2008).  There is a conversation evaluating the idea of reflection both for the most part, and in my specific region of training of pressing consideration. Reflection is a piece of intelligent practice and is an aptitude that is created. It tends to be viewed as a method of acclimating to life as a certified medicinal services proficient and improving the advancement of an expert personality (Atwal Jones, 2009). Reflection is characterized as a procedure of assessing an encounter which includes portrayal, investigation and assessment to upgrade learning practically speaking (Rolfe et al 2001). This is upheld by (Fleming, 2006), who depicted it as a procedure of contemplated thought. It empowers the professional to basically evaluate self and their way to deal with training. Intelligent practice is upheld in human services as a learning procedure that empowers self-assessment with ensuing expert improvement arranging (Zuzelo, 2009). Intelligent practice has been distinguished as one of the key manners by which we can gain from our encounters. Intelligent practice can mean accepting our encounters as an underlying point for our learning and creating practice (Jasper, 2003). Numerous writings have been written in the past that propose the utilization of intelligent assignments and journaling as apparatuses to improve reflection and thinking abilities in social insurance (Chapman et al, 2008). Intelligent diaries are a perfect method to be effectively associated with learning (Millinkovic Field, 2005) and can be executed to permit specialists to record occasions and archive their contemplations and activities on day by day circumstances, and how this may influence their future practice (Williams Wessel, 2004). MODELS So as to give a structure to strategies, practices and procedures for building information from training there are a few models of reflection accessible. All can assist with coordinating individual reflection. Some might be especially helpful for shallow critical thinking, and other better when a more profound intelligent procedure is required. Intelligent models anyway are not intended to be utilized as an unbending arrangement of inquiries to be replied however to give some structure and support making a record of the movement. Johns (2004) ponders revealing the information behind the occurrence and the activities of others present. It is a decent apparatus for intuition, investigating thoughts, explaining conclusions and supports learning. Kolbs Learning Cycle (1984) is a cycle that mirrors a procedure people, groups and associations take care of; and comprehends their encounters and therefore, adjusts their conduct. Schã ¶n (1987), be that as it may, distinguishes two kinds of reflection that can be applied in medicinal services, Reflection-in real life and Reflection-on-activity. Appearance in real life can likewise be depicted as deduction while doing. Reflection-on-activity includes returning to encounters and further dissecting them to improve abilities and upgrade to future practice. Atkins and Murphys model of reflection (1994) make this thought one stride further and propose that for reflection to have a genuine effect to rehearse we follow this with a guarantee to activity therefore. Terry Bortons (1970) 3 stem questions: What?, So What? and Now What?â were created by John Driscoll in 1994, 2000 and 2007. Driscoll coordinated the 3 inquiries to the phases of anâ experiential learning cycle, and included trigger inquiries that can be utilized to finish the cycle. Gibbs (1988) intelligent cycle is genuinely direct and supports an away from of the circumstance, examination of sentiments, assessment of the experience, investigation to understand the experience, end where different alternatives are thought of and reflection upon experience to inspect what you would do if the circumstance emerged once more. Picked MODEL The intelligent model that I have decided to utilize is Gibbs Reflective Cycle (1988) as a structure, since it centers around various parts of an encounter and permits the student to return to the occasion completely. Gibbs (1988) will assist me with exploring the experience further, utilizing an arranged system as direction promotion I feel this is a straightforward model, which is all around organized and simple to use at this beginning time in my course. By mulling over it in this way, I am ready to welcome it and guided to where future improvement work is required. Before the basic episode is analyzed it is imperative to take a gander at what a basic occurrence is and why it is critical to nursing practice. Girot (1997), refered to in Maslin-Prothero, (1997) states that basic episodes are a methods for investigating a specific circumstance practically speaking and perceiving what has been gained from the circumstance. Benner (1984, refered to by Kacperek, 1997) contends that medical attendants can't increment or build up their insight to its maximum capacity except if they look at their own training. Setting of episode In the situation the patients name will be given as Xst.   The outcomes of my activities for the customer will be clarified and how they may have been improved, including what I gained from the experience. My sentiments about the clinical aptitudes used to deal with the customers care will be built up and my new comprehension of the circumstance particularly according to prove based practice will be thought of.  I will at last consider what moves I will make so as to guarantee my proceeded with proficient turn of events and learning.  Portrayal Miss Xst is multi year elderly person who has a multi year old daughter.â She experiences mental issues, absence of inspiration and experiences issues in keeping up her own cleanliness and the neatness of her level. She was one of my tutors customers to whom I had been doled out to arrange and regulate her consideration. Emotional wellness Nurses owe their patients an obligation of care and are relied upon to offer an elevated expectation of care dependent on current best practice, (NMC 2008).  â Miss Xst had been recommended Risperidone Consta 37.5mg fortnightly, which is a moderate drug. Risperidone has a place with a gathering of meds called antipsychotic, which are generally used to assist treat with peopling with schizophrenia and comparable condition, for example, psychosis. In spite of the fact that her condition is intense, it isn't extraordinary and the purpose behind this prescription is to help Miss Xst to balance out her idea so she can bolster herself in the network (Healey, 2006). Miss Xst didn't care for going to terminal center and she missed three successive arrangements. My guide chose after the third non-participation to bring the issue up in the handover meeting where it was chosen to see Miss Xst in the first part of the day however when we showed up she was not there. We left a note for her to call the workplace. We didn't get notification from her and a further home visit was done to organize her next stop center arrangement. I assembled a conference of the multi-disciplinary group (MDT) who concurred that there would be an issue if the following infusions were missed. The social laborer who was a piece of the group said that she will orchestrate a network bolster specialist to assist clean With missing Xsts level on a week by week premise (Adams 2008). We sat tight for about an hour for Miss Xst to go to the facility for her warehouse infusion however she neglected to join in. I at that point educated the Community Psychiatry Nurse (CPN) that Miss Xst had communicated negative sentiments about her drug and figured she didn't require them; she had guaranteed she was at that point feeling admirably and in this way needed the meds to be stopped.  At an ensuing gathering with the patient, she concurred a joint encounter with the CPN and myself to re-survey her condition and consider on the off chance that it was important to  â refer her case to the specialist (Barker, 2003).  I was allowed the chance to complete the underlying evaluation, which demonstrated that her conduct was entirely capricious and absent minded. Her powerlessness to take her prescription and to deal with her own cleanliness unmistakably exhibited that she was not well. The appraisal device I utilized was the Mental State Examination which decides the degree of her understanding into her sickness and for sure I discovered that she was trying to claim ignorance (Barker, 2004). I conversed with Miss Xst about her non-concordance with her drug, yet she continued saying she was well.â I helped her that ceaseless use to remember the medicine would profit her psychological well-being and secure her against relapse.â We concurred that she could examine this with the specialist on her next outpatient arrangement, with the choice of looking into or diminishing her prescription. I focused on the significance of her conveying any symptoms or reservations she may have about the medicine to specialist. She seemed to get this and following the conversation, she at last agreed to her warehouse infusion. Despite the fact that the NMC (2008) keeps up that medical caretakers have an obligation to engage understanding in their consideration and to recognize and limit hazard to persistent. The rule of advantage (to progress admirably) must be adjusted against no wrathfulness (doing no damage) (Beauchamp and Childress, 2001).â All these exchanges were recorded in Miss Xsts care plan document and in PC. Great record keeping is a necessary piece of nursing and birthing assistance practice, and is fundamental to the arrangement of sheltered and compelling consideration. It's anything but a discretionary extra to be fitted in if conditions permit NMC (2009).  The results of my activities for the patient and her girl were that she took care of her little girls needs and to her own cleanliness, and made ordinary fortnightly visits to the center. Her state of mind was improved, she was a

11 Leadership Lessons From Napoleon

11 Leadership Lessons From Napoleon There are people who are said to have been “born leaders”. Meaning, they were born to naturally have leadership qualities, that they know how to command the respect of other people easily. But perceptions are changing, and leadership is now considered to be an attribute that can be learned. For sure, you have come across several leadership trainings and seminars, and courses that focus on teaching leadership lessons.But some of the best teachers when it comes to leadership are those who have made a mark in history, and using their actions and legacy as points of instruction. No doubt, one of the most notable and greatest leaders in history is Napoleon Bonaparte. © Flickr | Dennis JarvisIn this article, you will learn 1) about the history and actions of Napoleon Bonaparte and 2) 11 leadership lessons from Napoleon you can apply today.NAPOLEON BONAPARTE, THE GREATEST MILITARY COMMANDERFrench emperor Napoleon Bonaparte was a huge driving force in history, building and creating France to what it is today, and showing a great example of what leadership is to the rest of the world. He was one of the most brilliant military tacticians and strategists of his time and, unorthodox though his methods were, no one could deny how brilliant of a leader he was. He was fearless in the battlefield, and had enough charisma to draw people in with his words. Of course, there are other words that have been used to describe him: tyrant, motivator, revolutionary, ruthless politician. But one of his most enduring titles was that of a leader.Before becoming a prominent figure during the French Revolution and the Revolutionary Wars, Napoleon started out from humble beginnings, born to a family of minor nobility in Corsica. He showed early promise when it comes to a career in the military, and that’s what he did. He then rose up, starting out at the bottom of the military ranks until he became a military general and, at the age of 34, the first Emperor of France.Get a full picture on the life and actions of Napoleon Bonaparte by looking at this presentation.[slideshare id=57626087doc=napoleoncolorized-160128222354w=640h=330]LEADERSHIP LESSONS FROM NAPOLEONYou do not have to be part of the military in order to be able to apply the leadership lessons that Napoleon taught through example. The leadership skills and principles he had exhibited are applicable even in business, which is, incidentally, often similar  to a war or a battle. A good leader, be it of a fleet of warriors, military troops, or a corporate team, all follow the same fundamentals, and most of them can be learned from Napoleon Bonaparte.Lesson 1: Aim highDo not be satisfied with “just enough”, when you can have the “most”. Do not settle for “just all right”, when you can be the “best”.Aim high. Be greedy. Of course, it goes without saying that the effort you put in should also be at its fullest. There should be no room for half-assed attempts or half-hearted cracks at something. If you won’t aim high, that has very little difference to not aiming for anything at all.Lesson 2: Be where you are needed, and lead your people thereBeing present is already expected from a leader; but being present where you are needed is more important. Napoleon had many people with large amounts of abilities, skills and talents under his command, and he skillfully led them where their skills are needed or required. He made it a point to be there with them, so he could direct them better. He knew where to spot opportunities where his people’s skills and abilities will be put to use, and that is where he took them. The battlefield was his domain, and that was where you will find him, alongside and in front of his men.Napoleon was a very effective motivator. War time is definitely not a time for upbeat spirits, but with several speeches, he was able to revive the fighting spirit of men who were battle-weary and have been facing the poorest of conditions as they were led by a succession of incompetent leaders and commanders.Lesson 3: Be the first to do somethingBeing a leader means having the willingness to get your hands dirty. For Napoleon, no job was beneath him. Even when he was a celebrated general, he had no qualms about getting down from his steed and getting into the trenches. He participated in the work of those that he led. This ensured that he was kept aware of what goes on in the lower ranks even when he was already up there.For a while, the pictures painted of the quintessential leader was one that sits behind a desk (or on his throne), barking and giving orders to his subjects or servants, expecting them to buckle down and do what he told them at that very moment. This easily makes for a divisive relationship, one where the followers would have no respect for their leader, and doing something because they are told to do so, without them even wanting to do it.Being hands-on is something that employees are bound to appreciate from their leader. It tells a lot about the character of a leader when he attempts to work side by side with the people he leads. It is easier for both sides to connect and collaborate, and therefore finish the task at hand effectively and efficiently.Lesson 4: Say what you mean and mean what you sayEmpty promises are not what you would hear from a good leader. Giving false hopes, on the other hand, is the same thing.Napoleon advocated delivering on what has been promised and by this was great at expectation management. This effectively inspired confidence and trust in his people, so they were willing to follow him wherever he led.It is important for your people â€" and for everyone else â€" to see your sincerity as a leader, and by choosing your words carefully, you can show that you mean business.Lesson 5: Acknowledge that you cannot do everything by yourselfThere is a general misconception that a leader must be able to do everything alone. That certainly defeats the purpose of leading a group. You need help? Then ask for it.Napoleon, no matter how accomplished a soldier and tactician he was, could not have won battles if he were alone in the charge. He needed help from others, and he was not above lowering himself and doing things for others in order to ask for it. In the end, he was able to accomplish what he set out to do.There is one other thing that Napoleon made a point of, particularly after getting help from others: he thanked them. Whether it was through saying the words out loud, paying his soldiers with gold and silver that he has obtained, or even taking his own medal and pinning it on the coat of one his soldiers, he never failed to thank those w ho contributed to the cause.Gratitude is something that is often overlooked, even in corporate settings. There is this common perception that, since everyone in business is out to get something from others (e.g. win a deal, earn profits), then it’s mainly a give-and-take relationship, so saying thank you is not really all that important.You should give credit to where, when, and to whom it is due. The modern leader who wants to follow Napoleon’s example should set up an appreciation and reward system in place. It is to show his people that he appreciates the hard work they put in, and reward them for a job well done. This is a very positive way to boost their morale and motivate them to do better. On the other hand, employees who feel unappreciated and unrewarded by their leaders tend to feel disgruntled and completely unmotivated to go to work, or even think of ways to be less productive.Lesson 6: Be differentAs a leader, you have to set yourself apart from your people. The gre atest leaders did this by accomplishing great feats and tasks, by doing any of the following:Doing things differently. Breaking conventions and defying expectations was something that Napoleon did during his time. That’s what made him such a brilliant strategist, because he was not afraid to try something different, something new.Napoleon refused to stick to what was the norm, even in the way he and his men fought. As long as he saw an advantageous position for his troops, he seized it. He came up with tricks on battle formations that even bewildered his generals, but they turned out to be excellent moves, as evidenced by his victory during the Battle of the Pyramids in Egypt, when his 20,000-strong French army systematically defeated the Mamluk warriors, who had 60,000 men.As a leader, you have to always be on the lookout for other, newer, ways to perform a task. It’s not really a good idea to stick to only one method of dealing with one situation, especially in a competitive e nvironment such as business, where there are competitors at every turn. By doing things in the same way over and over again, you are in danger of being predictable, so they will be able to anticipate your moves better, and you lose any advantage you may have over them.Doing the impossible. Napoleon was seen as braver than most people, going where others would not dare, doing what others deemed impossible.Just like in the example stated above, which could only be described by many as an impossible task. Being short of 40,000 men compared to the enemy would have been enough to make other commanders cower, but not Napoleon. Instead, he looked for ways to even up the numbers without seeking reinforcements, and that was through his brilliant strategizing.Lesson 7: Respect your peopleRespect asks for  respect. It is something that is earned, yes, even by leaders. Napoleon was able to command the respect of his soldiers by showing that he, too, had respect for them and their abilities and contributions. It did not even matter that it was the lowest-ranked foot soldier, Napoleon respected them as human beings and part of the troops, and not solely for their position in the hierarchy.Napoleon was able to build an unstoppable army, mainly because of the devotion and loyalty that he was able to instill in his soldiers. But take note that Napoleon did not just earn the devotion of his people to him, per se, but he also made sure that his people became devoted to their cause. He made them want victory and glory in every battle as much as he did.Know your people and understand them. This is also another way of showing that you respect your people: get to know them and understand how they feel. Napoleon also took this as an opportunity to predict outcomes, especially when faced with unexpected circumstances or situations. Planning and strategizing became easier because Napoleon knew his people, so he knew where to put resources in the field.Do not silence your people. Let th em speak their minds and say their peace. Do not just hear them out; really listen to what they say. Get their thoughts, ideas, and opinions; you will be surprised at how much you can learn just by letting your people talk and by listening to what they have to say. Putting restrictions or limitations on them will also potentially be limiting to your effectiveness as a leader, and of your group’s goals. More importantly, pay attention to what your people think about how you are as a leader. After all, they are in the best position to say whether you are going a good job leading them or not.Trust your people. This is probably one of the hardest things for a leader (for anyone, really) to do but, by trusting your people, you are also working towards getting them to trust you. People find it easier to give their loyalty and trust to someone who shows that they trust them back. In the Battle of the Pyramids, for example, Napoleon trusted that his men will come through, despite being ou tnumbered. In return, his men trusted him to come up with a strategy for them to survive and beat the enemies.Lesson 8: Look people in the eyeIt’s a very simple thing to do, yet not a lot of people manage to do it. It’s called eye contact, and it is a quality that every good leader should have.By looking at another person straight in their eye, you are acknowledging their existence and showing that you are listening to what they have to say. It also serves as one way to gauge the person you are talking to. Sizing up a rival or an enemy will be easier when you look into their eyes, since it has been said all too often that the eyes are the windows of one’s soul. You can tell a lot about a person by watching how their eyes move, shift, or react.Lesson 9: Control your temperMore often than not, we are our own worst enemy, and anger is not going to help any. Anger is one sure way to cloud one’s judgment and, as a good leader, you are not supposed to let go of the clarity of your judgment.By managing his anger, Napoleon was able to keep his emotions in check and keep a clear head on the battlefield, where every decision â€" even the smallest one â€" could make the difference between life and death.Do not speak in anger. People who let anger rule over them tend to say things that they soon regret later on. In the process, they hurt other people, and they also lose the respect that those people had for them.Do not make decisions when you are feeling emotional. Unless you have a handle on your emotions, do not decide on anything. Deliberation requires a level head, and being emotional â€" not just plain furious â€" won’t let you do that objectively.Lesson 10: Have respect for your timeYou might not know it, but you might be disrespecting the time that is available to you by doing things that are irrelevant and will not really give you any satisfaction. Napoleon showed great efficiency in managing time and becoming an excellent organizer.This was also apparen t in how Napoleon was known to focus on the key issues at hand. With so many issues to sort through, he knew which points to pay attention to, and which ones can be ignored or left for another day.You often hear businessmen say that “time is money”, and there is a lot of truth to this. Time wasted means money wasted in business, which is why business leaders should make sure they manage their time well. The Pomodoro technique is great for managing your time.Lesson 11: Never stop learningA leader should never feel and act like he knows everything and, thus, no longer sees the need to learn anything more. There is always, ALWAYS, something new to learn.Napoleon never stopped seeking to improve himself by acquiring knowledge and learning whatever could be learned, which he then used in his future endeavors. Even as a young boy, he read a lot, focusing on the Classics, particularly those of notable leaders in history such as Alexander the Great.In the formulation of the Napoleonic C ode, Napoleon entrusted the task to equally brilliant individuals, but he still joined the lengthy meetings, astounding everyone with his amazing grasp of all the relevant details. This is proof that, even at the height of his power as a leader, he never stopped learning.Leaders in business have to be aware of a lot of things, even beyond the scope of the industry that they are in. This is not just a way to widen their horizons, but to also keep their minds alert and sharp, to make it easier for them to spot opportunities once they arise.Image credit: Flickr | Dennis Jarvis  (modified) under Attribution-ShareAlike 2.0 Generic.