Give in to Cravings Without Guilt!
Posted Thu, Dec 04, 2008, 4:23 pm PST
48% of users found this article helpful.
Post a Comment View All 62 Comments Even if you eat healthy all the time, you're bound to experience the occasional hankering for something that's not exactly waistline-friendly. The fact is, you can and should indulge every so often. I know when I ignore my need for chocolate, I end up settling on a second-rate substitute--and then the chocolate wins me over later anyway, sometimes in quantities I'm not exactly proud of.
The good news is you can treat yourself to smarter, more sensible options that taste equally delicious. Next time you have a yen for something yummy, try these healthy swaps to keep you satisfied morning, noon or night.
YOU CRAVE: A chocolate cream-filled doughnut (307 calories, 20.8 grams fat)
TRY INSTEAD: A plain glazed doughnut (239 calories, 11.5 g fat) or a raised sugar doughnut (205 calories, 11 g fat)
You'll save 60 to 100 calories and nearly 10 g fat but still get a sweet treat to go with your morning joe. (Also, try cutting it in half or quarters and slowly eat it in bits to see if you even want the whole thing!)
YOU CRAVE: Bacon and eggs (461 calories, 35.4 g fat)
TRY INSTEAD: Two slices of bacon with two small whole-grain pancakes and 2 tablespoons syrup (364 calories, 12.4 g fat)
This sensible substitute allows you to eat breakfast like a champ without chomping a third of your fat for the day. Or be even more virtuous and opt for an egg-white omelet instead of the pancakes.
YOU CRAVE: Potato chips (155 calories, 10.6 g fat per ounce, about 15 chips)
TRY INSTEAD: Lighter baked chips (84 calories, 3.2 g fat)
The same crunch as you munch with about half the calories and a third of the fat.
YOU CRAVE: French fries (537 calories, 28 g fat per 6-oz order)
TRY INSTEAD: Baked frozen fries (260 calories, 7 g fat per 6 oz)
Skip the drive-thru and hightail it to your freezer--you'll save calories, fat and cash. Try sweet potato varieties for a dose of skin-smoothing and vision-helping vitamin A. If you're out and ordering a burger, ask for salad instead of fries on the side, and try to retrain your brain to not need a side of fries with that burger meal.
YOU CRAVE: Chocolate milk shake (544 calories, 12.3 g fat per 16 oz)
TRY INSTEAD: Chocolate smoothie (372 calories, 5.4 g fat)
Whip up this calcium rich alternative at home: Blend 2 cups lowfat milk, 1 frozen banana, 1 tbsp chocolate syrup and 1/4 teaspoon vanilla extract in a blender. Delicious! You can also try simply having a cup of skim milk with 1 tbsp of chocolate syrup for 141 calories and just over 1/2 gram of fat!
To find more smart eating advice, check out expert answers to all kinds of nutrition queries at Self.com's Food & Diet Q&A.
Friday, December 12, 2008
Thursday, December 11, 2008
Business Relationships.
DISCUSSION TOPIC: In Your Opinion, What Is The #1 Essential Ingredient for Joint Venture Success? Tell us about any recent joint ventures you have participated in - what did you like, what didn't you like - what would you do differently the next joint venture you do?
Joint Ventures are based on trust. That would be my pre-defining ingredient. I have to believe that I can trust the people I'm dealing with.
The next quality would be flexibility. It is essential for all partners to be flexible while the venture is being defined and developed.
It's no use saying 'I'm doing this', if during your investigations, you find that the concept has to morph and that what you want to do doesn't match anymore.
Finally -- whilst you should always focus on success, you should be prepared for the venture not to work. It happens and being cranky or upset with other team members isn't productive. Learn and move on.
PMFor myself, I consider just about any work I do for a customer a JV. My work can, and does, help them to success -- in that respect, it's a JV.
Excellent choice of words , that working with a customer is a jv , as it the conbinded efforts of you both, his needs and what you do to satisfy and make that memorable so that he comes back again for your help
That is the way I am developing my way of thinking..as far as work and other areas of my life...my marriage is a joint venture.. one of what can we both do..not one take and gving but each sharing with our strengths and being there when there is a weakness
Any friendship worth having is a joint venture.So, what do others think about the important factors for a JV?
trust number one,there also have to be boundaries in a JV
That's a good one How do you define the boundaries? and manage the team if the boundaries are breached?
right, honesty is also important, don't be afraid to say you can't do something
life does happen, but when it comes to your work do it in stages. not the whole thing.. like posting on sites ad sharing on forums, take each by bit ..that way the work gets done as much is tedious'
ah.... the chunk it down strategy Absolutely.
yup dont bite off more than you can chew
its so easy sometimes to agree and say yes. ..dont always be a yes person
its sharing what we know, and with our weakness we gain strength
What experience have I learned one is simple, take a list , break it down. find what you do..and do well, what you dont, and what you can learn..how long is the venture. what do you both walk away with..is it short term or longer..
what is the outcome you expect ..and your partner are you on the same page
So - how do handle the situation where your business partner(s) aren't living up to their obligations / commitments?
would be to talk it out first and see if you can find common ground. If not then the partnership will not survive and it's best to go your seperate ways before you end up resenting each other
in some partnerships you will find one dominant and one "peace-maker" which could also read as "door-mat" to a certain extent
yes but one lets themself be a door mat...it just does not happen
so in business we need to share and speak up assertively but not aggressively and not to take the front seat at tall times
that's true, the dominant partner COULD work on bolstering up the ego of the non dominant, but that's not something anyone would want to do for very long
Depends on the role and the needs , sometimes we need to nurture the other to make the other blossom
but I think it would be important in a JV to make sure that your personalities are compatible or support each other
yes that is part of the ground work of the networking so that you see things on the same wave length
A joint venture can't be one-sided
You also bring to the table what you are able to do in all honesty. if it is the work or the skills..or money
well in a marriage or a business partnership?
what strengths you bring , what you set out what needs to be done on daily or weekly basis
once a year or when boundaries get blurred you have another honest discussion and if necessary revise the contract
n fact, from experience the worst JV I was involved in was where some team members wouldn't admit what they couldn't do... so we didn't have the right skills to deliver.
n fact, from experience the worst JV I was involved in was where some team members wouldn't admit what they couldn't do... so we didn't have the right skills to deliver.
some have worked and some have failed, the ones that failed were because of a stop in contact
keep in touch so that each has the set plan of the day with also what the persons other needs are
think of the best most rewarding relationship you have and apply that to your business relationship.and.... there has to be a realisation that everyone's situation changes from week to week, day to day
... not only do we need to be respectful of that, but we also need to open with the team about what our timing is like on an ongoing basis.
its like stepping up to the scale , when you expect packages to be mailed out then they are done. or reminders or invoices...done when needed . also that you both take responsibilty for maintaing what you set upl
even if the other person is a guru you dont just take it for granted
and... on the other side of that coin is - if you say you're going to do something, do it or get back and say you can't.
Joint Ventures are based on trust. That would be my pre-defining ingredient. I have to believe that I can trust the people I'm dealing with.
The next quality would be flexibility. It is essential for all partners to be flexible while the venture is being defined and developed.
It's no use saying 'I'm doing this', if during your investigations, you find that the concept has to morph and that what you want to do doesn't match anymore.
Finally -- whilst you should always focus on success, you should be prepared for the venture not to work. It happens and being cranky or upset with other team members isn't productive. Learn and move on.
PMFor myself, I consider just about any work I do for a customer a JV. My work can, and does, help them to success -- in that respect, it's a JV.
Excellent choice of words , that working with a customer is a jv , as it the conbinded efforts of you both, his needs and what you do to satisfy and make that memorable so that he comes back again for your help
That is the way I am developing my way of thinking..as far as work and other areas of my life...my marriage is a joint venture.. one of what can we both do..not one take and gving but each sharing with our strengths and being there when there is a weakness
Any friendship worth having is a joint venture.So, what do others think about the important factors for a JV?
trust number one,there also have to be boundaries in a JV
That's a good one How do you define the boundaries? and manage the team if the boundaries are breached?
right, honesty is also important, don't be afraid to say you can't do something
life does happen, but when it comes to your work do it in stages. not the whole thing.. like posting on sites ad sharing on forums, take each by bit ..that way the work gets done as much is tedious'
ah.... the chunk it down strategy Absolutely.
yup dont bite off more than you can chew
its so easy sometimes to agree and say yes. ..dont always be a yes person
its sharing what we know, and with our weakness we gain strength
What experience have I learned one is simple, take a list , break it down. find what you do..and do well, what you dont, and what you can learn..how long is the venture. what do you both walk away with..is it short term or longer..
what is the outcome you expect ..and your partner are you on the same page
So - how do handle the situation where your business partner(s) aren't living up to their obligations / commitments?
would be to talk it out first and see if you can find common ground. If not then the partnership will not survive and it's best to go your seperate ways before you end up resenting each other
in some partnerships you will find one dominant and one "peace-maker" which could also read as "door-mat" to a certain extent
yes but one lets themself be a door mat...it just does not happen
so in business we need to share and speak up assertively but not aggressively and not to take the front seat at tall times
that's true, the dominant partner COULD work on bolstering up the ego of the non dominant, but that's not something anyone would want to do for very long
Depends on the role and the needs , sometimes we need to nurture the other to make the other blossom
but I think it would be important in a JV to make sure that your personalities are compatible or support each other
yes that is part of the ground work of the networking so that you see things on the same wave length
A joint venture can't be one-sided
You also bring to the table what you are able to do in all honesty. if it is the work or the skills..or money
well in a marriage or a business partnership?
what strengths you bring , what you set out what needs to be done on daily or weekly basis
once a year or when boundaries get blurred you have another honest discussion and if necessary revise the contract
n fact, from experience the worst JV I was involved in was where some team members wouldn't admit what they couldn't do... so we didn't have the right skills to deliver.
n fact, from experience the worst JV I was involved in was where some team members wouldn't admit what they couldn't do... so we didn't have the right skills to deliver.
some have worked and some have failed, the ones that failed were because of a stop in contact
keep in touch so that each has the set plan of the day with also what the persons other needs are
think of the best most rewarding relationship you have and apply that to your business relationship.and.... there has to be a realisation that everyone's situation changes from week to week, day to day
... not only do we need to be respectful of that, but we also need to open with the team about what our timing is like on an ongoing basis.
its like stepping up to the scale , when you expect packages to be mailed out then they are done. or reminders or invoices...done when needed . also that you both take responsibilty for maintaing what you set upl
even if the other person is a guru you dont just take it for granted
and... on the other side of that coin is - if you say you're going to do something, do it or get back and say you can't.
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