So often, I want to keep a layer but not use it right away but Canva doesn’t have that functionality, 11 tips for keeping Canva organized If you don’t put some effort into keeping Canva organized, it just gets into a mess, but with very little effort and some consistency, you can tidy it up and keep it that Use abbreviations to keep names short, but use relevant descriptors for each design, whether it’s social

OK Jeanette, what does this have to do with my stubborn belly fat? Keep Reading…toxic build up in our body has everything to do with stubborn fat and disease. Here’s how toxins are directly related to why & how we hold on to this stubborn belly fat… especially (overly simplified for context) Of all the culprits that hold our fat cells hostage in the belly area close to 300 choices of CLEAN food, snacks & drinks that won’t add chemicals to your body and will keep

Symptoms of estrogen dominance: GI irregularities (bloating) Issues with metabolism Insomnia Increased belly kind, so let me be clear with you here: feeling constantly bloated, having irregular periods, excess belly

loss “secrets” that I want to share with you, so you can have a better handle on how to lose your belly fat and keep it off for life. If you want to truly lose your belly fat, then you must control and regulate hormones in the body. Glucagon is our body's 1 fat-burning hormone and keeps our bodies lean and trim. Now is the time to lose belly fat without the need to go on a diet!

Behind every composed professional is a private circle that keeps them grounded when everything else Steps to build a healthy off-hours support network that keeps you standing Identify your needs: Clarify Emotional release in trusted settings keeps composure intact and decisions clear. The leadership imperative The circle that keeps you standing through the chaos is not accidental. decision might depend on the voices that speak into your silence, choose them wisely, and they will keep

Place one hand gently on your belly. Inhale slowly through your nose for a count of 4, feeling your belly expand (not your chest). has been handed an incomplete map, and you've been navigating with it for years, wondering why you keep

Use shame and control as tools for keeping power. They offer affection selectively, create confusion, and keep you on an emotional rollercoaster.

Written by Patricia Kaulmann, Specialist for Biological Emotional Balance Patricia Kaulmann supports the balance between body and mind. She published the book "My Little Big Transformation" in Portuguese and German in 2024 and is a co-developer of HTGMusic, a supportive, energetic method with sound/frequencies. If you've thought this way before, I invite you today to develop a new perspective. The feeling of having done everything right, only to have the pain or symptom return after a while, frustrates many people. In the brain, such experiences are stored as "I'm incapable," "I can't do it," or "I've failed again." What often happens In my practice, I often heard the phrase: "I did everything, but the pain kept coming back." As a therapist, this made me both puzzled and curious. We already know that an emotional trigger initiates a cascade of reactions in the body. Many interpret this process as "I'm getting sick" or "something bad is happening now." But the body's biological laws say exactly the opposite: The system initiates regeneration and is ready to let go. However, what you're thinking right now, at this moment, is the command your brain is sending. When you think and feel something negative, your brain produces neurotransmitters and associated hormones. This increases stress in the system and thus halts potential regeneration. Conversely, when you think and feel positively, your brain reacts accordingly. The result of a positive reaction? Self-healing powers are activated. The question that then occupied me was How could I explain the experience positively in order to change this negative reaction? That was the moment I began to access my mental files and create new connections. If we have or create the wrong information within us, we react against ourselves. When we feel frustrated, we lose the motivation to continue. But it's important to remember here: Discipline leads to success, not motivation. Okay, now we can move on. A new perspective when symptoms are coming back From now on, I want you to see things differently when a symptom reappears. Body and mind block and heal together. If we look closely, the body begins to release something. More precisely, a symptom, or even several, will arise in an emotional context. All events in our lives are stored with emotion. Let's consider an explanation from Traditional Chinese Medicine. It's based on the five elements and the five primary emotions (anger, love, worry, fear, and sadness). These are essential for survival. The system wants us to survive, and that's how it's programmed. But note the crucial point: These five "primary emotions" can blend, creating subcategories. For example, frustration can be stored under both anger and sadness. Let's think mathematically: 5 emotions x 5 = 25. These blend again, and so on. Every event in life has a specific emotion stored within it. So far, so good? Now let's think further. Every emotion is linked to at least one organ (more precisely: at least one organ and one viscera, e.g., anger-liver-gallbladder). Therefore, you can have several events stored under just one primary emotion. Now comes the revelation: When an event is triggered and needs to be resolved, where do symptoms appear? If you were already thinking, "In the area linked to the primary emotion," you've now cracked the code. Meaning The solution is right under your nose, if I may say so. If you end something and the symptom "reappears," simply end it again because another old experience has been triggered and is ready to be released. So simple. So brilliant. Let go. You're living today. Why cling to the past or drag it along? Do you enjoy suffering? I'll leave you alone, okay? It's truly your decision. It's not what happened to you that's causing you suffering and blocking you, but the feeling you're clinging to today instead of choosing differently. You'll be a victim for life if you choose and behave this way. In medicine, they say that people find "advantages" in suffering. Sounds crazy, but it's true. And that's the majority opinion. Okay, I can only speak from my own experience as a therapist, from colleagues, and from books and training courses… Honest words Albert Einstein said: "Those who believe that others are to blame for their own dissatisfaction also believe that pencils make spelling mistakes." Sometimes we go through something that is "not" our fault. The Pareto principle applies here: We have 80% control over everything. Only 20% is beyond our control, and that's the external stuff. But I'm telling you in truth: No matter what those 20% were in your life, your reaction and what you do with them is 100% up to you. No excuses. No playing the victim. It might be harsh, but it's reality. As you've probably read before: When life gives you lemons, make lemonade. That's not a play on words. Everyone should do that. The answer is always within you. Out there, you'll find ways to achieve what you want. You have to take action yourself; otherwise, you won't accomplish anything. Only you can heal yourself. You, like everyone else, have received the divine spark. Let it ignite. I wish you much love, the highest frequency in the world. When you love yourself and act on your passions and desires, you'll experience a different life. Yes, it will also have pain and depth. The difference? You'll be where you want to be. And by the way, one way to act is to listen to frequencies derived from amino acids, which provide your system with what you're lacking. You can find it as an app under HTGMusic. Thanks for reading. Follow me on Facebook , and visit my website for more info! Read more from Patricia Kaulmann Patricia Kaulmann, Specialist for Biological Emotional Balance Patricia Kaulmann helps people understand how they can activate their self-healing through their thoughts and emotions and how they can get rid of blockages and beliefs through emotional intelligence and energetically supported frequencies. The right mindset plays a major role in healing. For this, it is essential to understand your own body embryologically, biologically, and emotionally. This is where Patricia brings in her expertise. Everyone should have access to this information and be able to live happily.

He’s hauled everything from groceries to medical supplies—goods that keep daily life running smoothly

Written by: Roar Thun W æ gger, Executive Contributor Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise. Rationality is a myth. Instead, human behavior and circumstances are predictably irrational, especially in a conflict situation that negotiations often are. With a basic understanding of your brain negotiators can handle the human behavior significantly more efficiently. Create an atmosphere of psychological safety so it can help you in your upcoming challenging conversation or negotiation? Without consciousness, and I suggest some negotiation training, a negotiation will often be driven by a “ winner-take-it-all trench war ” approach. It could be related to closing a deal between two parties, higher salary negotiation, or asking for a promotion dialogue. The process might be like a battlefield, a trench war where we “shoot” out our arguments and withdraw back into our trenches with our supporters backing our ego . The emotions drive us, they escalate , and this is what films, theaters, newspapers, and journalists all portray’ negotiations - and it sells. It is entertainment – for those not involved. I want to suggest a different approach. In the leadership and negotiation training and through sparring sessions with my clients I emphasize that negotiations entail trust and collaboration more than pinning an opponent to the ground. I believe in a collaborative approach to negotiation and solving conflict. I not only believe in it, but I have also practiced this negotiation approach for many years and it’s amazing having clients come back very satisfied . Satisfied not only with their outcomes but also satisfied with the process – how they got there and satisfied with the relationship with the other party. One definition of a negotiation is a strategic communication process to solve an issue, a problem, to make a deal. So, we need to focus on the strategic communication process – when we prepare, and during the talks. I say we need to focus on the process, and the content, of course, because many of my clients and participants in training view negotiations as a rational conversation . Rationality is a myth. Instead, human behavior and circumstances are predictably irrational, especially in a conflict situation that negotiations often are. We need to demystify how the parties behave in negotiation and perhaps elsewhere in workplace situations, between spouses, and generally in life. Whether we are managers or negotiators with long or short experience, we make analytical reasoning, but we must not only embrace the reasoned and analytical dialogue as our prevailing model for conflict management. I believe all managers and negotiators should have a basic understanding of our brain and emotions (neuroscience) and basic negotiation frameworks . I believe that it can help them to see breakthroughs when working with the parties or working with the people they manage. With a basic understanding of our brain and emotions, I believe they can handle human behavior significantly more efficiently . When the parties engage a negotiator, or they come to their manager with a conflict between themselves they are often in crisis. They have most likely already been in this crisis for some time. They've been trying to find a solution and ended into or at a dead end. When humans are in crisis, the brain secretes cortisol. Increased cortisol levels affect what we put a spotlight on, how much information a person can hold, process, and use at any given time, our decision making, our risk assessment, our rational cognition, and our perception of "threat". The emotional and physiological response is largely the same for physical threats (a dog attacks you) as for emotional threats ("she should have full care of the children after the divorce"). Our cognitive response alternates between three basic levels of function: The F3 response - fight, fly, freeze, as well as breathing and heartbeat, is our neural network. It links us to survival - a very ancient network that is our instinctive brain . Fear, anger, and love is our social bond. It helps us make decisions and is our emotional brain . Our attention to thoughts, planning, reflection, and problem-solving is our executive ability and rational functions. This one is our thinking brain . The practice of various forms of science, accounting, auditing, engineering, law, etc. are activities of rational functions in our thinking brain, the neo-cortex brain . The challenge is that decision-making processes as we do in negotiations and management are a sub- neo-cortex activity. When one party suddenly changes position and we think they are acting " irrationally ", it is that another part of the brain (the non-executive part, our emotional brain has taken over the functionality. Anyone who is a parent knows that it is a common act to get angry at their children, and it is a relational topic that has remnants from the reptile brain ("my child is in danger, and I need to act"). If our executive brain can reconsider this, in time, then we may be able to ask ourselves (our self-reflection) whether anger is the right answer in this situation. But to be able to do this we need, in advance, to be aware, use consciousness and training a few times – to increase our odds of do the right reaction. Let me give you another example. Anyone who has been sitting around a negotiation table knows that it is a common act to react to the counterpart when they make their outreaches position, and it is a relational topic that has remnants from the instinctive brain ("my client or myself is in danger, and I need to act"). If our executive brain can reconsider this, in time, then we may be able to ask ourselves (self-reflection) whether a reaction is the right answer or the right action in this situation. Consider how useful a conscious manager or a trained negotiator can be if he/she recognizes when the other party suddenly changes position, and we think they are acting " irrationally ". Although we are "connected" to social co-operation and to connect, we are highly reactive to threats as when the other party makes their outreaches position or use threatening, ambiguous, or blurred communicate. Our brain has an attraction to the negative. Our brain has a negativity bias . This means that our sympathetic nervous system lights up on a touch of a threat experience, and that "threats, punishment, and pain" is more effective than "rewards!" This creates an internal critic who robs us of a desire for a solution, peace, and emotional well-being. Think for a moment about the instinctive brain . The system has been used for millions of years to notice negative experiences and will alarm a negative experience as prominent in memory. With threatening, ambiguous, or blurred communication between the parties in a negotiation or between a manager and a subordinate, this means that if a negative interpretation can be drawn, then it will be done, rather than a positive interpretation. Our brain’s negativity bias is so well worked out that it takes five positive actions to undo a single negative action or word. This is part of the reason parties in a negotiation will do more to avoid losses than to realize a gain, more to limit risks than to be creative and explore opportunities. The parties will more easily go to battle than be problem-solvers. The avoidance system – with threats, punishment, and pain - is routinely connected so that it hijacks the other two systems, the approaches system with rewards , and the premium system to connect with the others . The result of an experience of threat activity, such as a high demand or acting provocatively in our communication, is that the party in a dispute overestimates the threat and thus will go to battle, and they underestimate the possibility that lies in problem-solving in its initial assessments. Therefore, as a facilitator and a sparring partner, in negotiations and challenging conversations, I assist my clients in their preparation to reconsider what they experience as pain or threat. The same goes for a mediator or a manager. When colleagues come to you asking for help as their manager, they need your help to reconsider what they experience as pain or threat. Otherwise, the brain continues to pump cortisol and amplify the stress they have with the other party. Perhaps someone recognizes an argument they have had with their colleague, their partner, or their child at this point? The cost of not steering the party towards reconsidering the action or words is that actions and decisions taken while the party feels threatened will lead to overreactions, which makes the other party feel threatened, and a negative spiral will start, and the parties will slide further apart. Negative emotions limit the party's responses and alternatives to specific actions – such as the F3 response (Fight, Flight, or Freeze). The approach system is blocked, consequently limiting the brain's ability to analyze alternatives to a negotiated solution and opportunities for creative solution proposals. What can you do? My advice is to handle yourself first – it’s the same as the air stewardess says during safety instruction – “ put on your mask first before helping others ”. If I, in my priming into the negotiation process and in my preparation , will be able to handle myself, what I call the ME-phase, before WE meet, I will use my consciousness and knowledge to understand or at least try to understand the other party’s motivation. Then I can help create the fundament for a new path. A path where we will start looking at the content together. The conflicting positions, the underlying conflicting interests, but also our separate and common interests, in addition to a path on how we can create a constructive process. Let us start my negotiation with how we shall negotiate. To walk the path toward getting the influence of the other party, to create an atmosphere of psychological safety, so you later can close the deal with them, we need to use a lot more than our rationale. We need to use our whole minds – the rational, logical, and emotional minds. In this, we are using concepts from neuroscience to influence emotions as a core skill in navigating our communication with others. I train and consult clients to be aware of themselves and to combine awareness, knowledge, and experiences in neuroscience and negotiations, and conflict resolution. To be specific what we do when we prime a negotiation process and prepare to meet the other party, we prime ourselves on how we will deal with them and link them more to excitement and well-being than to the other four emotions, such as anger, regret, fear, or sadness. If we start a difficult conversation, a meeting, or a negotiation when parties feel anger, sadness or threat, their minds will be in what we might call “the stubborn state” – this is the time when our brain cannot take in information that does not fit, and thus maintains or justifies the emotion we feel. Our ability to think rationally is disconnected. For example, have you ever tried to apologize to someone while they're still mad at you? It's useless. Stubbornness condition lasts an average of 20 minutes, and the person experiencing the strong feeling simply cannot take in any new information until the stubborn state has passed. If you are not aware of this you might invite to a meeting and in a good western tradition or culture of efficiency, you go straight to the main point where you know the other party and you disagree, maybe the most. What state do you believe the other party’s mind will be in? The stubborn state, and their ability to think rationally is disconnected. Their instinctive brain used for millions of years to notice negative experiences have alarmed a negative experience. They will interpret your positive ideas and positive intentions as threatening and ambiguous, and negative interpretations most certainly have been drawn. Remember, our brain’s negativity bias is so well worked out that it takes five positive actions to undo a single negative action or word. Therefore, we prime and prepare well for the process so we can minimize or avoid losses and risks and maximize the ability to create an atmosphere to realize a gain, be creative and explore opportunities. We help avoid going to battle and more to be problem-solvers. I say to my participants in training – this is not about being avoiding, soft, nice, and being best friends with the other part. This is about avoiding walking away from the negotiation table when the communication becomes hard, positional, and difficult, and to be sitting around the table and sort them out, maximizing your deal, and create win-win solutions so you make sure the other party will fulfill the agreement after it is signed. We can't prevent thoughts and feelings, either negative or positive. We can train ourselves to become more aware and conscious on how we will react to them. Thoughts and feelings are information and not directives. Emotions in negotiations are indicators of needs, and interests – embrace them. The best decisions in the board room as well as around the negotiation tables can be improved when we focus on making the discussion more robust. That means embracing vigorous debate instead of shying away from conflict. This means, c reating an atmosphere of psychological safety. This can help managers and negotiators in their upcoming challenging conversations and negotiation. As a manager , you can do this with your team, and as a negotiator , you can do this in your preparation with your team but also during the negotiation. After being creative you need to evaluate ideas and see what elements are sustainable and what ideas are not – because you not only negotiate a deal – you also want the deal to manifest and be fulfilled. I hope you as a manager or negotiator can reflect on these advices and act on them in your upcoming work. ROAR THUN WÆGGER CEO | Facilitator Follow me on Facebook , Instagram , and LinkedIn , or visit my website for more info! Read more from Roar Thun Wægger Roar Thun W æ gger, Executive Contributor Brainz Magazine Roar Thun Waegger followed his passion for working with his clients to create great deals and to solve conflicts. A reformed lawyer that now is dedicated to facilitating negotiation and mediation training, and conflict resolution workshops, he is also an internationally certified mediator and a sparring partner for clients all over the world. Roar is the founder and CEO of Waegger Negotiation Institute. He facilitates and tailors negotiation processes for his clients so that they can overcome difficulties, using the intricacies of The Power of Nice® or the unique combined negotiation and neuroscience concept Negotiation with the Brain in MIND®. His years of experience have taught him that problem-solving.

Yet somehow, your carefully constructed boundaries keep crumbling.

Written by Annette Densham, Chief Storyteller Multi-award-winning PR specialist Annette Densham is considered the go-to for all things business storytelling, award submission writing, and assisting business leaders in establishing themselves as authorities in their field. Chantelle Ryan is no stranger to hard work. She’s a mother to nine children, and she had been pouring her heart and soul into the regional education system for two decades when she started a sideline project (which has grown into a powerful service) from her living room, with one support worker. She set out to make a difference to a few families. She never imagined this day would come, nor that things would turn out the way they did. Throughout her twenty years in the educational system in Dubbo, she watched the same trend repeat on a loop. Children in regional New South Wales were entering school significantly more vulnerable than their metropolitan peers, and the services designed to support them were concentrated far from the communities that needed them most. “Children walk out of class, refuse to participate, shut down, or fail to succeed, and like clockwork, these kids are labelled as ‘complicated’,” Chantelle said. “It’s hard to believe it’s possible for so many children with such varying challenges to all be blanketed under one term.” Driven to look more closely, Chantelle discovered that ‘complicated’ children aren’t the problem. “It’s a systemic issue,” Chantelle said. “In some regional areas, one in three children begins school developmentally vulnerable, and as they move through the system, they need therapeutic support. But the challenge is, access to this support can take months to get.” Waiting lists in many regional areas are months long. Families are told there’s no provider available locally. “This means many children slip between the cracks of this broken system. Families become isolated and overwhelmed,” Chantelle said. “It becomes a cycle, as these kids grow up with no prospects, in the middle of nowhere, with no future to strive for. It compounds, and the struggle becomes ingrained in the culture.” Chantelle’s professional life was stable. Working in education offered security and predictability, but staying comfortable while witnessing this became unconscionable. Spear and Arrow Therapeutic Support Services was born in her living room, with one contractor and a massive problem to tackle. Can two people in the middle of nowhere, with no resources, make a dent in a system that resists change? Chantelle wanted families to have one point of contact when they needed to access behaviour support, therapy, and coordination. This big dream meant everything had to exist within one framework. To create that structure was not easy; it would drastically increase administrative complexity alongside the headache of dealing with governance frameworks, compliance, supervision structures, and documentation standards. Chantelle was determined that it was possible to build something extraordinary in a sector already known for burnout. The beauty of rural communities is that news travels fast, and reputation is your biggest ally. It wasn’t long before stories of children’s lives being transformed spread, and very quickly, recruitment followed reputation. Staff numbers increased. Today, Spear & Arrow employs more than 30 team members and supports over 100 participants across the Central West, generating annual revenue exceeding $1.5 million with steady year-on-year growth. Chantelle never imagined that helping families in need, those on the outskirts with no access to help, would lead to a thriving venture and transformed lives, but here we are. The scale is significant in a regional context, but Chantelle measures impact by the number of families who previously travelled long distances for coordinated care and can now access integrated services locally. Spear & Arrow is Indigenous-owned and operates on Wiradjuri Country. Cultural safety and community accountability are embedded in policy and practice. More than half of annual profits are reinvested into workforce development and service expansion. When demand for respite services became clear, Chantelle led the development of Wiluray Gunyah, a purpose-built respite house shaped through community consultation and designed to reflect domestic rather than institutional care. The organisation continues to expand cautiously across the Central West, but even after all this success, the underlying objective stays the same: to bring access to quality disability and behaviour support, and that help should not depend on postcode. Follow me on Facebook , Instagram , LinkedIn , and visit my website for more info! Read more from Annette Densham Annette Densham, Chief Storyteller Multi-award-winning PR specialist Annette Densham is considered the go-to for all things business storytelling, award submission writing, and assisting business leaders in establishing themselves as authorities in their field. She has shared her insights into storytelling, media, and business across Australia, the UK, and the US, speaking for the Professional Speakers Association, Stevie Awards, Queensland Government, and many more. Three-time winner of the Grand Stevie Award for Women in Business, gold Stevie International Business Award, and a finalist in Australian Small Business Champion awards, Annette audaciously challenges anyone in small business to cast aside modesty, embrace their genius, and share their stories.