AKM Nazrul

shipment inspection

How to get a pre-shipment inspection certification license?

What is a pre-shipment inspection certificate (PSIC)?

A pre-shipment inspection certificate (PSIC) is a document issued by an independent third-party inspection agency (TPIA) to certify that the goods included in a shipment meet specified quality standards and other applicable requirements. The PSIC is typically issued after the goods have been inspected at the seller’s premises, but before they are loaded onto the vessel for shipment.

PSICs can be used for a variety of purposes, including:

  • To ensure that the goods meet the buyer’s requirements, as set out in the sales contract.
  • To comply with government regulations in the importing country.
  • To reduce the risk of disputes and rejections.
  • To facilitate customs clearance and speed up the delivery of goods.

PSICs are typically required for shipments of goods to developing countries, where governments may have concerns about the quality and safety of imported goods. PSICs may also be required for shipments of certain types of goods, such as food, pharmaceuticals, and medical devices.

The contents of a PSIC vary depending on the specific requirements of the buyer and the importing country. However, most PSICs will include the following information:

  • A description of the goods being inspected
  • The number of goods inspected
  • The inspection results, including any defects or non-conformities found
  • A statement of compliance with the buyer’s requirements and/or government regulations

PSICs can be issued by a variety of different TPIs, both private and government-owned. It is important to choose a TPIA that is reputable and accredited by an internationally recognized accreditation body.

Here are some of the benefits of having a pre-shipment inspection certificate:

  • For buyers, PSICs can provide assurance that the goods they are receiving meet their requirements and are of good quality.
  • For sellers, PSICs can help to reduce the risk of disputes & rejections and can facilitate customs clearance and speed up the delivery of goods.
  • For governments, PSICs can help to ensure that imported goods meet safety and quality standards, and can also be used to prevent fraud and tax evasion.

Overall, pre-shipment inspection certificates are an important tool for trade and can help to protect the interests of all parties involved.

How to get a pre-shipment inspection certification license?

There is no single pre-shipment inspection certification license that is valid in all countries. However, there are a number of organizations that offer accreditation to pre-shipment inspection agencies (PSIAs). The most widely recognized accreditation bodies are:

  • International Accreditation Forum (IAF)
  • International Organization for Standardization (ISO)
  • American National Accreditation Board (ANAB)

To get a pre-shipment inspection certification license, you will need to:

  1. Choose an accreditation body and apply for accreditation.
  2. Meet the accreditation body’s requirements for PSIAs. This may include having qualified personnel, adequate facilities, and a quality management system.
  3. Undergo an audit by the accreditation body.
  4. Pay the accreditation fee.

Once you have been accredited, you will be able to issue pre-shipment inspection certificates to your clients.

Here are some additional steps you can take to get a pre-shipment inspection certification license:

  1. Research the requirements of the country where you plan to operate. Some countries have specific requirements for PSIAs.
  2. Contact other PSIAs for advice and guidance.
  3. Attend industry events and workshops to learn more about pre-shipment inspection and accreditation.

Here are some of the benefits of having a pre-shipment inspection certification license:

  • Increased credibility and trust with potential clients.
  • Access to a wider range of clients.
  • Ability to charge higher fees.
  • Improved quality of services.

Please note that the process of getting a pre-shipment inspection certification license can be complex and time-consuming. It is important to do your research and choose an accreditation body that is reputable and recognized in the countries where you plan to operate.

Mechanical Engieering Gear

Ranking of Bangladeshi Universities for Mechanical Engineering Study

I completed a Bachelor of Science (B.Sc.) and a Master of Science (M.Sc.) in Mechanical Engineering study from Bangladesh in 2009 and 2013 respectively. I have also worked as a full-time employee in Bangladesh for more than 7 (Seven) years. Therefore, I have an overall idea of the academic reputation and industry position of Bangladeshi universities in the field of Mechanical Engineering. Based on the academic diversity, faculty expertise, research publications, and industrial reputation of the graduates from different universities, I have prepared a list of Universities in Bangladesh that offer a Mechanical Engineering Degree as well as related to the Mechanical engineering program. There is no official ranking system for Bangladeshi Universities. Also, there is no subject-based ranking system in Bangladesh. Therefore, you can use the following list for a simple comparison of Universities for mechanical engineering study in Bangladesh.

1. Bangladesh University of Engineering and Technology
B.Sc. in Mechanical Engineering
Website: www.buet.ac.bd
Type: Public University
Rank: 1 (Among Engineering Universities of Bangladesh)

2. Khulna University of Engineering and Technology
B.Sc. in Mechanical Engineering
Website: www.kuet.ac.bd 
Type: Public University
Rank: 2 (Among Engineering Universities of Bangladesh)

3. Chittagong University of Engineering & Technology
B.Sc. in Mechanical Engineering
Website: www.cuet.ac.bd
Type: Public University
Rank: 3 (Among Engineering Universities of Bangladesh)

4. Rajshahi University Of Engineering And Technology (RUET)
BSc. in Mechanical Engineering
Website: www.ruet.ac.bd
Type: Public University
Rank: 4  (Among Engineering Universities of Bangladesh)

5. Islamic University of Technology
B.Sc. in Mechanical Engineering
Type: International university  (Supported by OIC)
Rank: 5 (Among Engineering Universities of Bangladesh)

6. Military Institute of Science and Technology
B.Sc. in Mechanical Engineering
Type: One of the Institutions of the Bangladesh Armed Forces
Rank: 6 (Among Engineering Universities of Bangladesh)

7. Dhaka University of Engineering & Technology(DUET)
B.Sc. in Mechanical Engineering
Type: Public Univerity
Rank: 7 (Among Engineering Universities of Bangladesh)

8. Shahjalal University of Science and Technology
B.Sc. in Mechanical Engineering.
Type: Public University
Rank: 8  (Considering Science and Technological University)

9. Bangladesh Army University of Science & Technology-BAUST, Saidpur
B.Sc. in Mechanical Engineering
Type: Public University
Rank: 9  (Considering Science and Technological University)

10. Ahsanullah University of Science & Technology
BSc. in Mechanical Engineering
Type: Private University
Rank: 10  (Considering Science and Technological University)

11. IUBAT-International University of Business Agriculture and Technology
B.Sc. in Mechanical Engineering
Type: Private University
Rank: Unranked

12. Sonargaon University (SU)
B.Sc. in Mechanical Engineering
Type: Private University
Rank: Unranked

13. BCMC College of Engineering & Technology, Jessore
B.Sc. in Mechanical Engineering

14. City University
B.Sc. in Mechanical Engineering

However,  the following Universities of Bangladesh offer bachelor’s degrees related to Applied Mechanical Engineering subject-

1. Bangladesh University of Engineering and Technology
B.Sc. in Industrial & Production Engineering (IPE)
B.Sc. in Naval Architecture & Marine Engineering (NAME)
Type: Public University
Rank: 1 (Among Engineering Universities of Bangladesh)

2. Khulna University of Engineering and Technology
B.Sc. in Industrial & Production Engineering (IPE)
Type: Public University
Rank: 2 (Among Engineering Universities of Bangladesh)

3. Chittagong University of Engineering & Technology
B.Sc. in Petroleum & Mining Engineering
B.Sc. Mechatronics & Industrial Engineering
Type: Public University
Rank: 3 (Among Engineering Universities of Bangladesh)

4. Rajshahi University Of Engineering And Technology (RUET)
B.Sc. in Industrial & Production Engineering (IPE)
B.Sc. in Mechatronics Engineering (MTE)
Type: Public University
Rank: 4 (Among Engineering Universities of Bangladesh)

5. Military Institute of Science and Technology
B.Sc. in Industrial & Production Engineering (IPE)
B.Sc. in Naval Architecture & Marine Engineering (NAME)
B.Sc. in Aeronautical Engineering

6. Shahjalal University of Science and Technology
B.Sc. in Petroleum & Mining Engineering (PME)
B.Sc. in Industrial & Production Engineering (IPE).

7 Ahsanullah University of Science & Technology
B.Sc. in Industrial & Production Engineering (IPE).

8. Sonargaon University (SU)
B.Sc. in Naval Architecture & Marine Engineering

As I have explained earlier, this list is based on my academic life, research experience, and industrial career history, so this can provide you with a basic idea. However, the above ranking is not an official ranking of Bangladeshi University as well as Mechanical Engineering subject-related Universities of Bangladesh.

If you have any comments or suggestions, please feel free to contact me on my Facebook Page: https://www.facebook.com/akmnazrul.jp/

To learn about the latest Microsoft AZ-300 Practice Test Questions, you can visit Exam-Labs Microsoft AZ-300.

Cooling towers at data center building

Importance of Water Resources Management in the Data Center Industry for ESG

The world becoming progressively dependent on digital technology and the demand for data centers has been skyrocketed. The servers, which are the heart of data centers store, process, and manage digital data. These servers consume significant amounts of electric energy and produce heat. To cool down the heat of the servers as well as the data hall, a cooling system is inevitable equipment of the data centers. To maintain the operational condition in terms of heat and humidity of the data centers, water is a primarily used cooling medium in the data center industries. In fact, data centers are a major consumer of fresh water. It is estimated that the global data center industry uses up to 1.5% of the world’s freshwater supply.

As more and more data are generated, more water will be needed to cool data centers. The increasing demand for cloud computing is putting a strain on water resources. This high water usages of data centers pose a significant challenge to environmental, social, and corporate governance (ESG). It could lead to the depletion of local water resources and intensify water scarcity in some areas. To ensure environmental responsibility and data center sustainability, water resources management has become an essential aspect of the data center industry.

In this article, I am going to discuss the importance of water resource management in the data center industry and explore some modern solutions for water resource management.

1. The aspects of water resource management in the data center industry for ESG

Water resources management is important for the data center industry for several reasons. First, water resources management can help to improve the efficiency of data center cooling systems. This can save energy and money. Second, it can help to reduce the amount of water used by data centers. This can help to conserve water resources and prevent water shortages. Also, water resources management can help to protect the environment. By reducing the amount of water used by data centers, we can help to protect rivers, lakes, and other water bodies. Thirdly, water.

1-a) Cost reduction
Reducing water usage in data centers translates to cost savings for operators. Water consumption and associated costs can be significantly decreased by implementing water-saving technologies and practices, leading to a more cost-effective and sustainable operation.

1-b) Reduction of environmental impact
By conserving water, data centers can reduce their environmental footprint and contribute to the responsible management of global water resources. This is particularly important in regions experiencing water stress or scarcity, where water conservation can help mitigate the risk of depleting critical water supplies.

1-c) ESG or other regulatory compliance
As concerns over water scarcity and resource management grow, regulatory bodies are increasingly focusing on the water usage of various industries, including data centers. By adopting water conservation practices, data centers can ensure compliance with current and future regulations, avoiding potential penalties or restrictions.

2. Techniques for water resource management in data centers

There are a number of ways to manage water resources in data centers. One way is to use more efficient cooling systems. Another way is to use recycled water or water from non-potable sources. Data centers can also reduce their water usage by using less energy. This can be done by using more efficient servers and by implementing energy-saving measures such as power-saving modes.

Water resources management is an important issue for the data center industry. By taking steps to manage water resources, data centers can help to conserve water, improve efficiency, and protect the environment.

2-a) Reuse and recycling of water:
One way to water conservation in data centers is the implementation of water reuse and recycling systems. By capturing and treating wastewater, data centers can reduce their overall water consumption and limit their impact on local water resources. This can include capturing condensation from cooling systems, recycling water used for cooling, or even utilizing alternative water sources, such as rainwater or grey-water.

Currently, Amazon Web Services (AWS) uses recycled water for the cooling purposes in 20 data centers around the world such as Virginia (US), Oregon (US), California (US), United Kingdom, Brazil, South Africa, India, Indonesia, and Singapore region.

2-b) Use of Air-cooled cooling systems:
Another approach to reducing water consumption in data centers is by using air-cooled systems, which rely on fans or natural convection to dissipate heat. While air-cooled cooling systems can be less efficient than water-cooled systems in certain scenarios, advances in technology and innovative design approaches have significantly improved their performance and viability as sustainable cooling solutions. For example, a company called KyotoCooling LLC. produces a completely water-free cooling system. The average Power Usage Effectiveness (PUE) across all current KyotoCooling installations worldwide is less than 1.25.

2-c) Liquid immersion cooling technique:
Liquid immersion cooling is an innovative technique that involves submerging servers in a non-conductive liquid coolant. This method efficiently transfers heat away from the servers, reducing the need for traditional cooling infrastructure and minimizing water usage. While still relatively new, liquid immersion cooling has the potential to revolutionize data center cooling and contribute to water conservation efforts.

2-d) Other approaches to address the issue:
Here are some specific examples of how data centers are managing water resources:

  • Google has a number of data centers that use seawater for cooling. This helps to reduce the company’s reliance on freshwater.
  • Facebook has a data center in Prineville, Oregon, that uses recycled water for cooling. This helps to conserve freshwater resources in the area.
  • Microsoft has a data center in Quincy, Washington, that uses a combination of recycled water and air cooling. This helps to reduce the company’s water usage and energy consumption.

These are just a few examples of how data centers are managing water resources. As the demand for data continues to grow, it is important for the data center industry to find ways to conserve water and protect the environment.

Final Words
Water resources management is an essential aspect of sustainability for the data center industry, with significant environmental, economic, and regulatory implications. By incorporating innovative solutions and adopting water-saving practices, data centers can reduce their water consumption, contributing to the responsible management of global water resources and ensuring the long-term viability of the data center industry.

The Intelligent Investor by Benjamin Graham

Book Review: The Intelligent Investor by Benjamin Graham

“The Intelligent Investor” by Benjamin Graham is widely considered a classic in the field of investment. First published in 1949, the book has stood the test of time and remains a must-read for any serious investor. The book provides a comprehensive guide to value investing and is filled with practical advice and insights that are still relevant today.

The book is divided into four parts: the “nature of the stock market,” “general portfolio policy,” “the defensive investor,” and “the enterprising investor.” In the first part, Graham provides an overview of the stock market and the various types of investors that participate in it. He emphasizes the importance of understanding the difference between speculation and investment, and the dangers of trying to time the market.

In the second part, Graham discusses general portfolio policy and the importance of diversification in investing. He also provides an in-depth analysis of the concept of margin of safety, which is a key principle of value investing. The margin of safety is the difference between the intrinsic value of a security and its market price. By purchasing securities at a significant discount to their intrinsic value, investors can reduce the risk of loss.

The third part of the book is devoted to the defensive investor, who is someone who is primarily interested in preserving their capital. Graham provides a detailed analysis of the characteristics of a defensive investor and the types of securities that are suitable for them. He also provides a list of criteria that can be used to screen for undervalued securities, which is a valuable tool for any investor.

The final part of the book is aimed at the enterprising investor, who is someone who is interested in actively managing their portfolio and taking on more risk in pursuit of higher returns. Graham provides an overview of the different types of enterprising investors and the types of securities that are suitable for them. He also provides an in-depth analysis of the concept of net current asset value, which is a key principle of value investing.

Throughout the book, Graham provides a wealth of practical advice and insights that are still relevant today. He emphasizes the importance of patience and discipline in investing and the dangers of trying to time the market. He also provides a detailed analysis of the concept of intrinsic value, which is a key principle of value investing. By understanding the intrinsic value of a security, investors can identify undervalued securities and reduce the risk of loss.

According to the most successful investor and the chairman & CEO of Berkshire Hathaway Mr. Warren Buffet, this the best book on investing ever written.

By far the best book on investing ever written.

One of the strengths of the book is that it provides a balanced perspective on investing. Graham does not advocate for any one particular investment strategy but instead provides a comprehensive overview of the different types of investors and the types of securities that are suitable for them. This makes the book accessible to a wide range of investors, from the most conservative to the most aggressive.

Another strength of the book is that it is written in a clear and concise manner, making it easy to understand even for readers who may not have a background in finance or economics. The book is also filled with real-world examples and case studies, which help to illustrate the concepts discussed in the book.

In conclusion, “The Intelligent Investor” by Benjamin Graham is a must-read for any serious investor. The book provides a comprehensive guide to value investing and is filled with practical advice and insights that are still relevant today. The book’s balanced perspective, clear and concise writing, and real-world examples make it accessible to a wide range of investors. It is a timeless classic that will continue to be read for decades to come.

Book purchase URLs: You can buy the book from the following URL:
Amazon Japan: The Intelligent Investor
Amazon USA: The Intelligent Investor

Atomic Habits by James Clear

Book Review: Atomic Habits by James Clear

Atomic Habits by James Clear is an incredibly insightful and practical guide to creating and maintaining good habits. The book is well-written and easy to understand, making it accessible to readers of all backgrounds and experience levels. Clear presents a step-by-step approach to habit formation, and the book is filled with real-world examples and case studies that illustrate the concepts discussed.

One of the most valuable aspects of the book is the way Clear explains the science behind habit formation. He delves into the psychology of habits and how they work in our brains, which helps readers understand why some habits are difficult to break and others are easy to create. Clear also provides tips and tricks for overcoming common obstacles that people face when trying to form new habits.

The author also provides a unique framework for habit formation, which he calls the “Four Laws of Behavior Change.” These laws include making small changes, creating an environment that supports your goals, designing habits that are easy to begin, and creating an identity that supports your habits. Clear explains how each of these laws works and provides examples of how they can be applied in different areas of life.

One of the standout features of the book is Clear’s emphasis on the importance of small changes. He explains that small changes can be more powerful than big ones, as they are more sustainable and easier to stick to in the long term. Clear also emphasizes the importance of creating an environment that supports your goals, which can be as simple as rearranging your office or home to make it easier to engage in your desired habit.

Another key aspect of the book is Clear’s emphasis on the role of identity in habit formation. He explains that the habits we adopt are often a reflection of our identity and that by aligning our habits with our values, we can create a sense of purpose and motivation that makes it easier to stick to them. Clear provides examples of how people have used this approach to make lasting changes in their lives, such as quitting smoking or losing weight.

Overall, Atomic Habits is an exceptional book that provides a comprehensive and actionable approach to habit formation. Clear’s writing style is engaging and easy to understand, and the book is filled with valuable insights and practical tips. Whether you’re looking to improve your productivity, build healthier habits, or make a change in your life, Atomic Habits is a must-read. It is a book that will help you to make small changes that will lead to big results over time. The author’s approach is evidence-based and it will help you to build the habits that are crucial for your success.

Book purchase URLs: You can buy the book from the following URL:
Amazon Japan: Atomic Habits
Amazon USA: Atomic Habits

childhood-Parenting

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āĻ…āĻ¨ā§āϝāĻžāĻ¨ā§āϝ āĻ…āĻ­āĻŋāĻ­āĻžāĻŦāĻ•āĻ—āĻŖ āĻŽāύ āĻĨ⧇āϕ⧇ āĻ­āĻžāϞ āϚāĻžāĻ“ā§ŸāĻž āϤ⧋ āĻĻā§‚āϰ⧇āϰ āĻ•āĻĨāĻž, āĻĒāĻžāϰāϞ⧋ āĻ…āĻ­āĻŋāĻļāĻžāĻĒ āĻĻāĻŋāϤ⧋ āϝ⧇āύ āĻ…āĻ¨ā§āϝ āĻ­āĻžāϞ āĻ›āĻžāĻ¤ā§āϰāϟāĻž āĻ…āϏ⧁āĻ¸ā§āĻĨ āĻĨāĻžāϕ⧇, āϤāĻžāϰ āύāĻŋāĻœā§‡āϰ āϛ⧇āϞ⧇ āĻŽā§‡ā§Ÿā§‡ āĻĢāĻžāĻ°ā§āĻ¸ā§āϟ āĻšāϤ⧇ āĻĒāĻžāϰ⧇āĨ¤ āĻāĻ•āϟāĻž āωāĻĻāĻžāĻšāϰāĻŖ āĻĻ⧇āχ, āφāĻŽāĻŋ āĻāĻŽāύāĻ“ āĻĻ⧇āϖ⧇āĻ›āĻŋ, āύāĻŋāĻœā§‡āϰ āϛ⧇āϞ⧇ ⧝ā§Ļ āĻŽāĻžāĻ°ā§āĻ•āϏ āĻĒā§‡ā§Ÿā§‡āϛ⧇ āĻļ⧁āύ⧇ āĻŦāĻžāĻŦāĻž-āĻŽāĻž āĻĒā§āϰāĻĨāĻŽā§‡ āϖ⧁āĻļāĻŋ āĻšā§Ÿā§‡āϛ⧇, āĻ•āĻŋāĻ¨ā§āϤ⧁ āĻĒāĻžāĻļ⧇āϰ āĻŦāĻžāϏāĻžāϰ āĻ­āĻžāĻŦā§€āϰ āĻŽā§‡ā§Ÿā§‡ ⧝⧍ āĻĒā§‡ā§Ÿā§‡āϛ⧇ āĻļ⧁āύ⧇ āϤāĻžāĻĻ⧇āϰ āφāĻŦāĻžāϰ āĻŽāύ āĻ–āĻžāϰāĻžāĻĒ āĻšā§Ÿā§‡āϛ⧇āĨ¤
 
āĻŦāĻŋāĻļāĻžāϞ āĻāĻ•āϟāĻž āĻ…āϏ⧁āĻ¸ā§āĻĨ āĻĒā§āϰāϤāĻŋāϝ⧋āĻ—āĻŋāϤāĻžāϰ āĻŽāĻ§ā§āϝ āĻĻāĻŋā§Ÿā§‡ āϝāĻžā§Ÿ āφāĻŽāĻžāĻĻ⧇āϰ āĻļ⧈āĻļāĻŦ-āĻ•ā§ˆāĻļā§‹āϰāĨ¤ āϝ⧇āĻ–āĻžāύ⧇ āφāĻŽāĻžāĻĻ⧇āϰ āϏāĻŽāĻžāϜ, āĻĒāϰāĻŋāĻŦāĻžāϰ āĻ•āĻŋāĻŽā§āĻŦāĻž āĻļāĻŋāĻ•ā§āώāĻž āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύ āφāĻŽāĻžāĻĻ⧇āϰ āĻļ⧇āĻ–āĻžāύ⧋āϰ āĻ•āĻĨāĻž āĻ›āĻŋāϞ Try for Excellency, āϤāĻžāϰāĻž āĻļ⧇āĻ–āĻžāĻšā§āϛ⧇ āϤ⧁āϞāύāĻž, āĻ…āϏ⧁āĻ¸ā§āĻĨ āĻ•āĻŽā§āĻĒāĻŋāϟāĻŋāĻļāύāĨ¤
 
āφāĻŽāϰāĻž āϏāĻŦāĻžāχ āϜāĻžāύāĻŋ, āĻĒā§āϰāĻ¤ā§āϝ⧇āĻ•āϟāĻŋ āĻŽāĻžāύ⧁āώ āĻ­āĻŋāĻ¨ā§āύ, āϤāĻžāĻĻ⧇āϰ āϚāĻŋāĻ¨ā§āϤāĻž āĻšā§‡āϤāύāĻž, āφāĻ—ā§āϰāĻš āĻ­āĻŋāĻ¨ā§āύāĨ¤ āĻ•āĻžāĻœā§‡āχ āύāĻŋāĻœā§‡āϰ āϏāĻ¨ā§āϤāĻžāύ āĻšā§ŸāϤ⧋ āĻ—āĻŖāĻŋāϤ⧇ āφāĻ—ā§āϰāĻšā§€ āĻŦ⧇āĻļāĻŋ, āĻ•āĻŋāĻ¨ā§āϤ⧁ āĻĒāĻžāĻļ⧇āϰ āĻŦāĻžāϏāĻžāϰ āϏāĻ¨ā§āϤāĻžāύ āĻ—āĻžāύ āĻĒāĻžāϰ⧇, āύāĻžāϚ āĻĒāĻžāϰ⧇ āϤāĻžāχ āύāĻŋāĻœā§‡āϰ āϏāĻ¨ā§āϤāĻžāύāϕ⧇āĻ“ āĻĒā§āϰāĻžāχāϭ⧇āϟ āϟāĻŋāωāϟāϰ āϰ⧇āϖ⧇ āĻĻāĻŋā§Ÿā§‡ āϤāĻžāϰ āϏāĻŽāĻžāύ āĻšāϤ⧇ āϚāĻžāχāĨ¤ āĻāϏāĻŦ āϟāĻŋāωāϟāϰ āϏāĻŋāĻ¸ā§āĻŸā§‡āĻŽ āĻ•āĻ–āύ⧋ āϟāĻŋāωāĻŽāĻžāϰ āĻšā§Ÿā§‡ āĻ•ā§āϝāĻžāĻ¨ā§āϏāĻžāϰ⧇ āϰ⧁āĻĒāĻžāĻ¨ā§āϤāϰ āĻšā§ŸāĨ¤ āϛ⧇āϞ⧇ āĻŽā§‡ā§Ÿā§‡āϰāĻž āĻ•āĻ–āύ⧋ āĻ•āĻ–āύ⧋ āĻ…āύ⧇āĻ• āĻĒā§āϰ⧇āĻļāĻžāϰ āϏāĻšā§āϝ āĻ•āϰāϤ⧇ āύāĻž āĻĒ⧇āϰ⧇, āĻĒ⧜āĻžāϞ⧇āĻ–āĻžāϰ āĻĒā§āϰāϤāĻŋ āφāĻ—ā§āϰāĻš āĻšāĻžāϰāĻŋā§Ÿā§‡ āĻĢ⧇āϞ⧇āĨ¤ āĻ•āĻžāĻœā§‡āχ āĻāϏāĻŦ āϏāĻŽāĻ¸ā§āϝāĻžāϰ āĻāĻ•āĻŽāĻžāĻ¤ā§āϰ āϏāĻŽāĻžāϧāĻžāύ āĻĒāĻŋāϤāĻžāĻŽāĻžāϤāĻž, āĻļāĻŋāĻ•ā§āώāĻ•āĻĻ⧇āϰ āϏāĻšā§‡āϤāύ āĻšāϤ⧇ āĻšāĻŦ⧇āĨ¤ āĻ…āϏ⧁āĻ¸ā§āĻĨ āĻĒā§āϰāϤāĻŋāϝ⧋āĻ—āĻŋāϤāĻž āĻŦāĻ¨ā§āϧ āĻ•āϰāϤ⧇āĨ¤
 
āϏāĻŽāĻ¸ā§āϝāĻž āϝ⧇āĻšā§‡āϤ⧁ āφāϛ⧇, āϏāĻŽāĻžāϧāĻžāύāĻ“ āφāϛ⧇āĨ¤ āϚāĻžāχāϞ⧇āχ āĻ¸ā§āϕ⧁āϞ⧇āϰ āĻĒāϰ⧀āĻ•ā§āώāĻžāϰ āĻĢāϞāĻžāĻĢāϞ āύ⧋āϟāĻŋāĻļ āĻŦā§‹āĻ°ā§āĻĄā§‡ āύāĻž āϟāĻžāύāĻŋā§Ÿā§‡, āĻĒā§āϰāĻ¤ā§āϝ⧇āĻ•āϜāύāϕ⧇ āφāϞāĻžāĻĻāĻžāĻ­āĻžāĻŦ⧇ āĻĻāĻŋāϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤ āĻŦāĻžāĻšā§āϚāĻžāϕ⧇ “āϏāĻžāĻĻāĻŋ⧟āĻžāϰ āĻšā§‡ā§Ÿā§‡ āĻŦ⧇āĻļāĻŋ āύāĻžāĻŽā§āĻŦāĻžāϰ āĻĒ⧇āϤ⧇ āĻšāĻŦ⧇” āĻāĻ­āĻžāĻŦ⧇ āύāĻž āĻŦāϞ⧇, āĻŦāϞāϤ⧇ āĻĒāĻžāϰ⧇āύ āĻ­āĻžāϞāĻ­āĻžāĻŦ⧇ āĻšā§‡āĻˇā§āϟāĻž āϚāĻžāϞāĻŋā§Ÿā§‡ āϝāĻžāĻ“āĨ¤ āĻĒāϰ⧇āϰāĻŦāĻžāϰ āφāϰ⧋ āĻ­āĻžāϞ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤
 
āφāĻŽāĻŋ āĻŦāϞāĻ›āĻŋ āύāĻž, āĻŦāĻžāĻšā§āϚāĻžāϰāĻž āĻ–āĻžāϰāĻžāĻĒ āĻ•āĻžāϜ āĻ•āϰāϞ⧇ āĻļāĻžāϏāύ āĻ•āϰāĻž āϝāĻžāĻŦ⧇ āύāĻžāĨ¤ āφāĻŽāĻŋ āĻŦāϞāϤ⧇ āϚāĻžāχ, āĻ…āϏ⧁āĻ¸ā§āĻĨ āĻĒā§āϰāϤāĻŋāϝ⧋āĻ—āĻŋāϤāĻžā§Ÿ āύāĻž āϠ⧇āϞ⧇, āĻŦāϰāĻ‚ āϤāĻžāĻĻ⧇āϰ āĻ‰ā§ŽāϏāĻžāĻšāĻŋāϤ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤ āφāĻĒāύāĻŋ āĻāĻ•āĻŦāĻžāϰ āϭ⧇āĻŦ⧇ āĻĻ⧇āϖ⧁āύ āϤ⧋ āφāĻĒāύāĻžāϰ āϏāĻžāĻĨ⧇ āĻāĻŽāύ āϤ⧁āϞāύāĻžāĻŽā§‚āϞāĻ• āϚāĻ°ā§āϚāĻž āĻ•āϰāĻž āĻšā§Ÿā§‡āĻ›āĻŋāϞ āĻ•āĻŋāύāĻž? āĻ•āĻŋāĻŽā§āĻŦāĻž āφāĻĒāύāĻžāϰ āϏāĻ¨ā§āϤāĻžāύāϕ⧇ āĻāĻ­āĻžāĻŦ⧇ āĻļāĻžāϏāĻžāĻšā§āϛ⧇āύ āĻ•āĻŋāύāĻž?
 
āĻŦāĻžāĻšā§āϚāĻžāϰāĻž āϖ⧁āĻŦ āϏāĻ‚āĻŦ⧇āĻĻāύāĻļā§€āϞāĨ¤ āϤāĻžāϰāĻž āϝāĻĻāĻŋ āĻļ⧈āĻļāĻŦ⧇āϰ āφāύāĻ¨ā§āĻĻāϟāĻž āωāĻĒāĻ­ā§‹āĻ— āĻ•āϰāϤ⧇ āύāĻž āĻĒāĻžāϰ⧇, āϤāĻžāĻšāϞ⧇ āϤāĻžāϰāĻžāχ āĻŦ⧜ āĻšā§Ÿā§‡ āύāĻžāύāĻž āϰāĻ•āĻŽ āĻ…āĻĒāϰāĻžāϧ⧇āϰ āϏāĻžāĻĨ⧇ āϜ⧜āĻŋā§Ÿā§‡ āĻĒā§œā§‡āĨ¤ āĻĻ⧇āĻļ⧇ āϝ⧇ āĻšāĻžāϰ⧇ āϧāĻ°ā§āώāĻŖ, āĻŽāĻžāϰāĻžāĻŽāĻžāϰāĻŋ āĻŦā§‡ā§œā§‡ āĻ—āĻŋā§Ÿā§‡āϛ⧇, āĻ•āĻ–āύ⧋ āĻ•āĻŋ āϭ⧇āĻŦ⧇ āĻĻ⧇āϖ⧇āϛ⧇āύ āĻ•āĻŋāĻ­āĻžāĻŦ⧇ āĻāϗ⧁āϞ⧋āϰ āĻŦāĻŋāĻ¸ā§āϤāĻžāϰ āĻŦāĻžā§œāϛ⧇āχ? āĻŦā§ā§Ÿā§‡āϟ, āĻĸāĻžāĻ•āĻž āĻ­āĻžāĻ°ā§āϏāĻŋāϟāĻŋāϤ⧇ āĻĒ⧜⧁⧟āĻž āĻŽā§‡āϧāĻžāĻŦā§€āϰāĻž āϕ⧇āύ āĻ…āĻĒāϰāĻžāϧ⧇ āϜ⧜āĻžāĻšā§āϛ⧇? āĻ•āĻžāϰāύ āϏ⧇āχ āĻ…āϏ⧁āĻ¸ā§āĻĨ āĻĒā§āϰāϤāĻŋāϝ⧋āĻ—āĻŋāϤāĻžāĨ¤ āϕ⧇āω āĻ•ā§āώāĻŽāϤāĻžāϰ āϜāĻ¨ā§āϝ, āϕ⧇āω āĻŦāĻž āϏāĻŽāĻžāĻœā§‡āϰ āϏāĻžāĻĨ⧇ āϤāĻžāϞ āĻŽā§‡āϞāĻžāύ⧋āϰ āϜāĻ¨ā§āϝāĨ¤ āĻšāĻžāĻœā§‡āϰ āĻ–āĻžāύ⧇āĻ• āĻœā§‡āϞāĻ–āĻžāύāĻž āĻ•āϰ⧇ āĻ•āĻŋ āĻĻ⧇āĻļāϕ⧇ āϏāĻ­ā§āϝ āĻ•āϰāĻž āϝāĻžā§Ÿ? āĻ•āϚāĻŋ āĻāĻ•āϟāĻž āĻ•āĻžā§āϚāĻŋ(āĻŦāĻžāρāĻļ)āϕ⧇ āϝ⧇āĻ­āĻžāĻŦ⧇ āϖ⧁āĻļāĻŋ āĻŦāĻžāĻ•āĻžāϤ⧇ āĻĒāĻžāϰāĻŦ⧇āύ, āĻ•āĻŋāĻ¨ā§āϤāĻž āĻŦāĻžāρāĻļ āĻĒ⧇āϕ⧇ āϗ⧇āϞ⧇ āĻ­āĻžāĻ‚āĻ—āĻŦ⧇ āϤāĻŦ⧁ āĻŽāϚāĻ•āĻžāĻŦ⧇ āύāĻžāĨ¤ āϏāĻŽāĻžāϜāϕ⧇ āϏāĻ­ā§āϝ āĻ•āϰāϤ⧇ āĻšāϞ⧇, āφāϗ⧇ āĻļāĻŋāĻļ⧁āĻĻ⧇āϰāϕ⧇ āϏāĻ­ā§āϝ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤ āύāĻŋāϜ āĻĒāϰāĻŋāĻŦāĻžāϰ⧇ āϏāĻ­ā§āϝ āϚāĻ°ā§āϚāĻž āĻļ⧁āϰ⧁ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤
 
āφāĻŽāĻžāĻĻ⧇āϰ āĻāĻ–āύ āϭ⧇āĻŦ⧇ āĻĻ⧇āĻ–āĻžāϰ āϏāĻŽā§Ÿ āĻāϏ⧇āϛ⧇, āφāĻŽāĻžāĻĻ⧇āϰ āĻĒāϰāĻŦāĻ°ā§āϤ⧀ āĻĒā§āϰāϜāĻ¨ā§āĻŽāϕ⧇ āĻŽā§‡āϰ⧇ āĻĢ⧇āϞāĻ›āĻŋ āύāĻž āϤ⧋?

āĻŦāĻžāĻ‚āϞāĻžāĻĻ⧇āĻļ⧇ āĻŦā§āϝāĻŦāϏāĻž, āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ, āĻāĻŦāĻ‚ āχāĻ­āĻžāϞāĻŋ

ā§§āĨ¤ ā§§ā§¯ā§¯ā§Ž-⧍ā§Ļā§Ļā§§ āϏāĻžāϞ⧇āϰ āĻ•āĻĨāĻžāϰāĨ¤ āϟāĻžāĻ™ā§āĻ—āĻžāχāϞ⧇āϰ āχāϏāĻŽāĻžāχāϞ āĻšā§‡āĻžāϏ⧇āύ āϏāĻŋāϰāĻžāĻœā§€ āύāĻžāĻŽā§‡āϰ āĻāĻ• āĻŦā§āϝāĻžāĻ•ā§āϤāĻŋ āĻĒā§āϰāĻĨāĻžāĻ—āϤ āĻŦā§āϝāĻžāĻ‚āĻ•āĻŋāĻ‚ āĻŦā§āϝāĻŦāĻ¸ā§āĻĨāĻž āĻĨ⧇āϕ⧇ āĻŦ⧇āϰ āĻšā§Ÿā§‡ āύāĻŋāĻœā§‡āϰāĻž āĻāĻ•āϟāĻž āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύ āĻ•āϰ⧇āĻ›āĻŋāϞāĨ¤ āϤāĻžāϰāĻž āĻĒā§āϰāĻžāĻ¨ā§āϤāĻŋāĻ• āĻ—ā§āϰāĻžāĻšāĻ• āϞ⧇āϭ⧇āϞ āĻĨ⧇āϕ⧇ āĻŦ⧇āĻļāĻŋ āϏ⧁āĻĻ⧇ āĻŽā§āύāĻžāĻĢāĻž āĻĻ⧇āĻŦāĻžāϰ āύāĻžāĻŽā§‡ āĻ…āύ⧇āĻ• āϟāĻžāĻ•āĻž āϏāĻžā§āϚ⧟/āĻĄāĻŋāĻĒā§‹āϜāĻŋāϟ āĻ•āĻžāϞ⧇āĻ•ā§āϟ āĻ•āϰ⧇āĻ›āĻŋāϞāĨ¤ āϏāĻžāĻĢāĻž āĻĸ⧇āωāϟāĻŋāύ, āϏāĻžāĻĢāĻž āĻŸā§‡āϞāĻŋāĻ­āĻŋāĻļāύ, āϏāĻžāĻĢāĻž āĻĢā§āϰāĻŋāϜ āύāĻžāĻŽā§‡ āĻŦ⧇āĻļ āĻ•āĻŋāϛ⧁ āĻĒāĻŖā§āϝ āύāĻŋāĻœā§‡āϰāĻž āĻĢā§āϝāĻžāĻ•ā§āϟāϰ⧀ āĻĨ⧇āϕ⧇ āĻŦāĻžāύāĻžāϤ⧋āĨ¤ āϕ⧋āύ āĻĒā§āϰāĻ•āĻžāϰ āĻŽāĻžāĻ°ā§āϕ⧇āϟāĻŋāĻ‚ āĻ›āĻžā§œāĻž āύāĻŋāĻœā§‡āĻĻ⧇āϰ āĻ…āĻĢāĻŋāϏ⧇āϰ āĻŽāĻžāĻ§ā§āϝāĻŽā§‡ āύāĻŋāĻœā§‡āϰāĻž āĻŦāĻŋāĻ•ā§āϰāĻŋ āĻ•āϰāϤ⧋āĨ¤ āĻŽāĻžāύ⧇ āĻĢā§āϝāĻžāĻ•ā§āϟāϰ⧀āϰ āĻ‰ā§ŽāĻĒāĻžāĻĻāύ āĻ–āϰāĻšā§‡āϰ āĻĒāϰ āĻŦāĻžāĻ•āĻŋ āϟāĻžāĻ•āĻž āϤāĻžāĻĻ⧇āϰ āϞāĻžāĻ­ āĻĨāĻžāĻ•āϤ⧋āĨ¤ āφāϰ āϏāĻŋāϰāĻžāĻœā§€ āϏ⧇āχ āĻŦā§āϝāĻŦāϏāĻžāϰ āĻŽā§‚āϞāϧāύ āϏāĻ‚āĻ—ā§āϰāĻš āĻ•āϰ⧇āĻ›āĻŋāϞ āĻĒā§āϰāĻžāĻ¨ā§āϤāĻŋāĻ• āϞ⧋āĻ•āĻĻ⧇āϰ āĻĨ⧇āϕ⧇āĨ¤ āĻĒāϰāĻŦāĻ°ā§āϤ⧀āϤ⧇ āϤāĻžāϰāĻž TVC, āĻĒāĻ¤ā§āϰāĻŋāĻ•āĻž āĻŦāĻŋāĻœā§āĻžāĻžāĻĒāύāϏāĻš āĻļā§‹-āϰ⧁āĻŽāϏāĻš āĻ­āĻžāϞāχ āĻŦā§āϝāĻŦāϏāĻž āĻ•āϰāĻ›āĻŋāϞāĨ¤ āĻšāĻ āĻžā§Ž āĻāĻ•āĻĻāĻŋāύ āϏāϰāĻ•āĻžāϰ⧇āϰ āĻŽāύ⧇ āĻšāϞ⧋, āĻāχ āϞ⧋āĻ• āĻŦāĻžāϟāĻĒāĻžāϰāĨ¤ āϕ⧋āύ āĻĒā§āϰāĻ•āĻžāϰ āĻŦā§āϝāĻŦāϏāĻžā§ŸāĻŋāĻ• āϏ⧁āϝ⧋āĻ— āύāĻž āĻĻāĻŋā§Ÿā§‡, āĻāχ āϞ⧋āϕ⧇āϰ āϏāĻŦ āĻ…āĻĢāĻŋāϏ⧇ āϤāĻžāϞāĻž āĻĻ⧇āĻ“ā§ŸāĻž āĻšāϞāĨ¤ āĻļā§‹-āϰ⧁āĻŽā§‡āϰ āĻŽāĻžāϞāĻžāĻŽāĻžāϞ āĻāϞāĻžāĻ•āĻžāϰ āύ⧇āϤāĻž-āϖ⧇āϤāĻžāϰāĻž āύāĻŋā§Ÿā§‡ āϗ⧇āϞāĨ¤ āĻŦ⧇āϚāĻžāϰāĻž āϏāĻŋāϰāĻžāĻœā§€ ⧍ā§Ļā§Ļ⧍-⧍ā§Ļā§Ļā§Ž āĻĒāĻ°ā§āϝāĻ¨ā§āϤ āĻœā§‡āϞ āĻ–āĻžāϟāϞ⧋āĨ¤ āωāύāĻŋ āĻļāĻŋāĻ˛ā§āĻĒāĻĒāϤāĻŋ āĻŦāύ⧇ āϗ⧇āϞāĨ¤ āϧāϰāĻž āϝāĻž āĻ–āĻžāĻ“ā§ŸāĻžāϰ āϖ⧇āϞ⧋ āϏāĻžāϧāĻžāϰāύ āĻĒāĻžāĻŦāϞāĻŋāĻ•āĨ¤ āϞāĻžāĻ­ āĻ•āĻžāĻĻ⧇āϰ āφāĻĒāύāĻžāϰāĻžāχ āĻšāĻŋāϏāĻžāĻŦ āĻ•āϰ⧁āύāĨ¤

⧍āĨ¤ āφāĻŽāĻžāϰ āϝāĻĻāĻŋ āĻ¸ā§āĻŽā§ƒāϤāĻŋāϤ⧇ āϭ⧁āϞ āύāĻž āĻšā§Ÿā§‡ āĻĨāĻžāϕ⧇, āϤāĻžāĻšāϞ⧇ āĻŽāĻŋāϰāĻĒ⧁āϰ⧇āϰ āϝ⧁āĻŦāĻ• āύāĻžāĻŽā§‡ āĻāĻ•āϟāĻž āϏāĻ‚āĻ¸ā§āĻĨāĻž āĻ›āĻŋāϞ āĨ¤ āϤāĻžāϰāĻžāĻ“ āϏāĻžā§āϚ⧟/āĻĄāĻŋāĻĒāϜāĻŋāϟ āϏāĻ‚āĻ—ā§āϰāĻš āĻ•āϰāϤ⧋āĨ¤ āϤāĻžāϰāĻž āĻŦāĻŋāĻļāĻžāϞ āĻĒāϰāĻŋāĻŽāĻžāĻŖ āĻ•ā§āϝāĻžāĻĒāĻŋāϟāĻžāϞ⧇āϰ āĻŽāĻžāϞāĻŋāĻ• āĻšāĻŦāĻžāϰ āĻĒāϰ, āĻāĻ• āϰāĻžāϤ⧇āϰ āύ⧋āϟāĻŋāĻļ⧇ āϏ⧇āχ āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύ āĻŦāĻ¨ā§āϧāĨ¤ āϧāϰāĻž āϝāĻž āĻ–āĻžāĻ“ā§ŸāĻžāϰ āϖ⧇āϞ⧋ āϏāĻžāϧāĻžāϰāύ āĻĒāĻžāĻŦāϞāĻŋāĻ•āĨ¤ āϞāĻžāĻ­ āĻ•āĻžāĻĻ⧇āϰ āφāĻĒāύāĻžāϰāĻžāχ āĻšāĻŋāϏāĻžāĻŦ āĻ•āϰ⧁āύāĨ¤

ā§ŠāĨ¤ āĻāϰāĻĒāϰ āφāϏ⧁āύ āĻāĻŽ.āĻāϞ.āĻāĻŽ. āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻĄā§‡āĻ¸ā§āϟāĻŋāύāĻŋāĨ¤ āĻšāĻžāϜāĻžāϰ āĻšāĻžāϜāĻžāϰ āϕ⧋āϟāĻŋ āϟāĻžāĻ•āĻž āĻ•āĻžāĻŽāĻžāϞ⧋āĨ¤ āĻŸā§‡āϞāĻŋāĻ­āĻŋāĻļāύ āĻšā§āϝāĻžāύ⧇āϞ āϖ⧁āϞāϞ⧋, āĻĒāĻ¤ā§āϰāĻŋāĻ•āĻž āĻŦ⧇āϰ āĻ•āϰāϞ⧋āĨ¤ āϏāϰāĻ•āĻžāϰ⧀ āφāĻŽāϞāĻž, āϏ⧇āύāĻžāĻŦāĻžāĻšā§€āύāĻŋāϰ āĻ…āĻĢāĻŋāϏāĻžāϰ āĻĨ⧇āϕ⧇ āĻāĻŽāύ āϕ⧋āύ āϏ⧇āĻ•ā§āϟāϰ⧇āϰ āϞ⧋āĻ• āύāĻžāχ āϝāĻžāϰāĻž āĻāχ āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύ⧇āϰ āϏāĻžāĻĨ⧇ āϝ⧁āĻ•ā§āϤ āĻ›āĻŋāϞ āύāĻžāĨ¤ āĻĻā§€āĻ°ā§āϘāĻĻāĻŋāύ āĻŦā§āϝāĻŦāϏāĻž āĻ•āϰāϞ⧋, āĻ•āĻžāϰ⧋ āϕ⧋āύ āϏāĻŽāĻ¸ā§āϝāĻž āĻ›āĻŋāϞ āύāĻžāĨ¤ āϝāĻ–āύ āϟāĻžāĻ•āĻžāϰ āĻĒāϰāĻŋāĻŽāĻžāĻŖ āĻŦā§‡ā§œā§‡ āϗ⧇āϞ, āĻĻāĻŋāϞ āĻāϟāĻžāϕ⧇ āĻŦāĻ¨ā§āϧ āĻ•āϰ⧇āĨ¤ āϧāϰāĻž āϝāĻž āĻ–āĻžāĻ“ā§ŸāĻžāϰ āϖ⧇āϞ⧋ āϏāĻžāϧāĻžāϰāύ āĻĒāĻžāĻŦāϞāĻŋāĻ•āĨ¤ āϞāĻžāĻ­ āĻ•āĻžāĻĻ⧇āϰ āφāĻĒāύāĻžāϰāĻžāχ āĻšāĻŋāϏāĻžāĻŦ āĻ•āϰ⧁āύāĨ¤

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ā§ĢāĨ¤ āχāĻ­āĻžāϞāĻŋ āχ-āĻ•āĻŽāĻžāĻ°ā§āϏ āĻŦā§āϝāĻŦāϏāĻž āĻ•āϰāϛ⧇ āĻŦāĻžāĻ‚āϞāĻžāĻĻ⧇āĻļ⧇āĨ¤ āϤāĻžāĻĻ⧇āϰ āĻŦā§āϝāĻŦāϏāĻžāϰ āĻŽāĻĄā§‡āϞ āĻĒā§āϰāĻĨāĻžāĻ—āϤ āĻŽāĻĄā§‡āϞ āĻĨ⧇āϕ⧇ āĻāĻ•āϟ⧁ āφāϞāĻžāĻĻāĻžāĨ¤ āϤāĻžāχ āϤāĻžāĻĻ⧇āϰ āĻ—ā§āϰ⧋āĻĨ āĻŦ⧇āĻļ āĻ­āĻžāϞāχ āĻšāĻšā§āĻ›āĻŋāϞ⧋āĨ¤ āĻšāĻ āĻžā§Ž āĻĒā§āϰāĻĨāĻŽ āφāϞ⧋āϰ āĻŽāύ⧇ āĻšāϞ⧋, āĻāĻ•āϟāĻž āϰāĻŋāĻĒā§‹āĻ°ā§āϟ āĻ•āϰ⧇ āĻĻāĻŋāϞāĨ¤ āϏāĻžāĻĨ⧇ āϏāĻžāĻĨ⧇ āϏāĻŦ āĻĒāĻ¤ā§āϰāĻŋāĻ•āĻž, āϏāϰāĻ•āĻžāϰ⧀ āĻ…āĻĢāĻŋāϏ āĻšā§āĻŽā§œāĻŋ āĻ–ā§‡ā§Ÿā§‡ āĻĒ⧜āϞ⧋, āχāĻ­āĻžāϞāĻŋāϰ āĻŽāĻžāϞāĻŋāĻ• āϰāĻžāϏ⧇āϞ āϏāĻžāĻšā§‡āĻŦ, āωāύāĻžāϰ āĻ¸ā§āĻ¤ā§āϰ⧀āϰ āĻŦā§āϝāĻžāĻ‚āĻ• āĻāĻ•āĻžāωāĻ¨ā§āϟ āϜāĻŦā§āĻĻ āĻ•āϰāĻž āĻšāϞ⧋āĨ¤ āϏāĻŦāĻšā§‡ā§Ÿā§‡ āĻ…āĻĻā§āϭ⧁āϤ āϞ⧇āϗ⧇āϛ⧇ āĻāĻŦāĻžāϰ⧇āϰ āĻĒā§āϰāĻĨāĻŽ āφāϞ⧋āϰ āϰāĻŋāĻĒā§‹āĻ°ā§āϟāĨ¤ āϝ⧇āĻ–āĻžāύ⧇ āχāĻ­āĻžāϞāĻŋ āϏāĻŽā§āĻĒāĻ°ā§āϕ⧇ āϰāĻŋāĻĒā§‹āĻ°ā§āϟ āĻ•āϰāĻž āĻšā§Ÿā§‡āϛ⧇, āĻ…āĻĨāϚ āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύ⧇āϰ āĻ•āĻžāϰ⧋ āĻŦāĻ•ā§āϤāĻŦā§āϝ āύ⧇āĻ“ā§ŸāĻž āĻšā§Ÿ āύāĻŋāĨ¤ āχāĻ­āĻžāϞāĻŋ āĻĨ⧇āϕ⧇ āĻĒāĻ¨ā§āϝ āĻ•āĻŋāύ⧇āϛ⧇āύ, āĻĻ⧇āϰāĻŋāϤ⧇ āĻĒā§‡ā§Ÿā§‡āϛ⧇āύ āϏ⧇ āĻ•āĻĨāĻž āωāĻ˛ā§āϞ⧇āĻ– āφāϛ⧇āĨ¤ āĻ•āĻŋāĻ¨ā§āϤ āĻ•āĻžāϰ⧋ āϟāĻžāĻ•āĻž āĻāĻ–āύ āĻĒāĻ°ā§āϝāĻ¨ā§āϤ āĻ–ā§‹ā§ŸāĻž āĻ—āĻŋā§Ÿā§‡āϛ⧇ āĻ•āĻŋāύāĻž āϏ⧇āϟāĻž āωāĻ˛ā§āϞ⧇āĻ– āĻ•āϰāĻž āĻšā§Ÿ āύāĻŋāĨ¤ āϝ⧇āĻšā§‡āϤ⧁ āχāĻ­āĻžāϞāĻŋāϰ āĻŦāĻŋāώ⧟āϟāĻŋ āĻāĻ–āύ āϤāĻĻāĻ¨ā§āϤ āϏāĻžāĻĒ⧇āĻ•ā§āώ āĻŦā§āϝāĻžāĻĒāĻžāϰ āĻāĻŦāĻ‚ āϏāϰāĻ•āĻžāϰ āϤāĻžāĻĻ⧇āϰ āĻŦā§āϝāĻžāĻ‚āĻ• āĻšāĻŋāϏāĻžāĻŦ āĻ–āϤāĻŋā§Ÿā§‡ āĻĻ⧇āĻ–āϛ⧇, āφāĻŽāĻžāϰ āĻāĻ–āĻžāύ⧇ āĻŽāĻ¨ā§āϤāĻŦā§āϝ āĻ•āϰāĻž āĻ…āύ⧁āϚāĻŋāϤāĨ¤ āϤāĻŦ⧇ āφāĻ—āĻžāĻŽā§€āĻ•āĻžāϞ āϝāĻĻāĻŋ āχāĻ­āĻžāϞāĻŋ āĻŦāĻ¨ā§āϧ āĻ•āϰ⧇ āĻĻ⧇āĻ“ā§ŸāĻž āĻšā§Ÿ, āϤāĻžāĻšāϞ⧇ āϝ⧇ āϏāĻ•āϞ āĻ—ā§āϰāĻžāĻšāϕ⧇āϰ āϟāĻžāĻ•āĻž āχāĻ­āĻžāϞāĻŋāϰ āĻĢāĻžāĻ¨ā§āĻĄā§‡ āφāϛ⧇, āϤāĻžāϰāĻž āϕ⧋āύ āϟāĻžāĻ•āĻž āĻĢ⧇āϰāϤ āĻĒāĻžāĻŦ⧇ āύāĻž, āĻāϟāĻž āύāĻŋāĻļā§āϚāĻŋāϤ āĻ•āϰ⧇āχ āĻŦāϞāĻž āϝāĻžā§ŸāĨ¤ āĻ•āĻžāϰāύ āĻĒā§‚āĻ°ā§āĻŦ⧇āϰ āϏāĻ•āϞ āĻ…āĻ­āĻŋāĻœā§āĻžāϤāĻž āϤāĻžāχ āĻŦāϞ⧇āĨ¤

ā§ŦāĨ¤ āφāĻŽāĻžāϰ āĻ•āĻĨāĻžāϰ āϏāĻ°ā§āĻŦāĻļ⧇āώ⧇ āϝ⧇āϟāĻž āĻŦāϞāϤ⧇ āϚāĻžāχ, āφāĻŽāĻŋ āϕ⧋āύ āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύ⧇āϰ āϏāĻžāĻĢāĻžāχ āĻ—āĻžāχāĻ›āĻŋ āύāĻžāĨ¤ āĻ•āĻŋāĻ¨ā§āϤ⧁ āϏāĻŋāϰāĻžāĻœā§€ āϏāĻžāĻšā§‡āĻŦ⧇āϰ āĻāϏāĻĄāĻŋāĻāϏ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀, āϝ⧁āĻŦāĻ•, āĻĄā§‡āĻ¸ā§āϟāĻŋāύāĻŋ, āĻšāϞāĻŽāĻžāĻ°ā§āĻ•, āĻ•āĻŋāĻŽā§āĻŦāĻž āχāĻ­āĻžāϞāĻŋ āϝāĻĻāĻŋ āĻŦā§āϝāĻŦāϏāĻžā§ŸāĻŋāĻ• āĻ­āĻžāĻŦ⧇ āϭ⧁āϞ āĻ•āĻ¨ā§āϏ⧇āĻĒāĻļāύ āύāĻŋā§Ÿā§‡ āĻŦā§āϝāĻŦāϏāĻž āĻ•āϰ⧇, āϤāĻžāĻšāϞ⧇ āϤāĻžāĻĻ⧇āϰ āĻŦā§āϝāĻŦāϏāĻžā§ŸāĻŋāĻ• āĻ•āĻžāĻœā§‡āϰ āĻļ⧁āϰ⧁āϤ⧇āχ/ āĻ•āĻŋāĻŽā§āĻŦāĻž āĻ•āĻŋāϛ⧁ āĻĻāĻŋāύ āĻĒāϰ⧇ āϕ⧇āύ āϏāϰāĻ•āĻžāϰ āϝāĻĨāĻžāϝāĻĨ āĻĒāĻĻāĻ•ā§āώ⧇āĻĒ āĻ¨ā§‡ā§Ÿ āύāĻžāĨ¤ āϏāĻžāϧāĻžāϰāύ āĻĒāĻžāĻŦāϞāĻŋāϕ⧇āϰ āĻšāĻžāϜāĻžāϰ āĻšāĻžāϜāĻžāϰ āϕ⧋āϟāĻŋ āϟāĻžāĻ•āĻž āϜāĻŽāĻž āĻšāĻŦāĻžāϰ āĻĒāϰ āϕ⧇āύ āϏāϰāĻ•āĻžāϰ āĻĒāĻĻāĻ•ā§āώ⧇āĻĒ āĻ¨ā§‡ā§Ÿ? āϏāϰāĻ•āĻžāϰ āϕ⧋āύ āĻŦā§āϝāĻŦāϏāĻž āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύāϕ⧇ āĻ—ā§āϰāĻžāĻšāϕ⧇āϰ āϟāĻžāĻ•āĻž āĻĢ⧇āϰāϤ āĻĻ⧇āĻŦāĻžāϰ āϏ⧁āϝ⧋āĻ— āĻĻā§‡ā§Ÿ āύāĻž āϕ⧇āύ? āĻāĻ–āύ āϝāĻĻāĻŋ āϕ⧇āω āĻŦāϞ⧇āύ, āφāϜāϕ⧇ āχāĻ­āĻžāϞāĻŋāϰ āĻŦā§āϝāĻŦāϏāĻžāϰ āĻŽāĻĄā§‡āϞ āϭ⧁āϞ, āϤāĻžāĻšāϞ⧇ āϤāĻžāϰ āϭ⧁āϞ āϗ⧁āϞ⧋ āϧāϰāĻŋā§Ÿā§‡ āĻŦā§āϝāĻŦāϏāĻžāϰ āĻŽāĻĄā§‡āϞ āĻšā§‡āĻžā§āϜ āĻ•āϰ⧇ āĻŦā§āϝāĻŦāϏāĻž āĻ•āϰāϤ⧇ āĻŦāϞ⧇āύ āύāĻž āϕ⧇āύ? āϕ⧇āύāχ āĻŦāĻž āϏāϰāĻ•āĻžāϰ āϏ⧇āĻ–āĻžāύ⧇ āĻĒā§āϰāĻļāĻžāϏāĻ• āύāĻŋā§Ÿā§‹āĻ— āĻĻāĻŋā§Ÿā§‡ āĻŦā§āϝāĻŦāϏāĻžāϕ⧇ āϚāĻžāϞ⧁ āϰ⧇āϖ⧇ āϜāύāĻ—āύ⧇āϰ āϟāĻžāĻ•āĻžāϰ āϏ⧁āϰāĻ•ā§āώāĻž āĻĻā§‡ā§Ÿ āύāĻž? āĻāĻ–āύ āφāĻŽāĻŋ āϝāĻĻāĻŋ āϜāĻžāĻĒāĻžāύ āĻĨ⧇āϕ⧇ āĻŦāĻžāĻ‚āϞāĻžāĻĻ⧇āĻļ⧇ āĻĢāĻŋāϰ⧇ āĻāϏ⧇ āύāϤ⧁āύ āϕ⧋āύ āĻŦā§āϝāĻŦāϏāĻžā§ŸāĻŋāĻ• āĻŽāĻĄā§‡āϞ āύāĻŋā§Ÿā§‡ āĻ•āĻžāϜ āĻ•āϰāϤ⧇ āϚāĻžāχ, āϤāĻžāĻšāϞ⧇ āĻāĻ­āĻžāĻŦ⧇ āφāĻŽāĻžāϰ āĻŦā§āϝāĻŦāϏāĻž āϤ⧋ āĻŦāĻ¨ā§āϧ āĻ•āϰ⧇ āĻĻ⧇āĻ“ā§ŸāĻž āĻšāϤ⧇ āĻĒāĻžāϰ⧇! āφāĻŽāĻžāĻĻ⧇āϰ āĻŽāύ⧇ āĻĨāĻžāĻ•āĻžāϰ āĻ•āĻĨāĻž, āĻĒāĻžāĻ āĻžāĻ“ āϝāĻ–āύ āĻŦā§āϝāĻŦāϏāĻž āĻļ⧁āϰ⧁ āĻ•āϰ⧇ āĻŦ⧜ āĻšāĻ“ā§ŸāĻž āĻļ⧁āϰ⧁ āĻ•āϰāϞ⧋, āϤāĻžāĻĻ⧇āϰ āϞāĻžāχāϏ⧇āĻ¨ā§āϏ āύāĻŋā§Ÿā§‡ āĻŦāĻŋāφāϰāϟāĻŋ āĻ āĻ•āϤ āĻ•āĻžāĻšāĻŋāύ⧀ āĻļ⧁āϰ⧁ āĻ•āϰāϞ⧋! āĻāĻ•āϟāĻž āϏāĻŽāĻžāϧāĻžāύ⧇ āφāϏāĻžā§Ÿ āϤāĻžāĻĻ⧇āϰ āĻŦā§āϝāĻŦāϏāĻž āĻ•āĻŋāĻ¨ā§āϤ⧁ āĻāĻ–āύ āϏāĻžāĻ¸ā§āĻŸā§‡āχāύ⧇āĻŦāϞ āĻšā§Ÿā§‡āϛ⧇āĨ¤ āϤāĻžāϰ āĻŽāĻžāύ⧇ āĻ•āĻŋ, āϜāĻžā§ŸāĻ—āĻž āĻŽāϤ āϟāĻžāĻ•āĻž āϟāĻžāĻ•āĻž āĻĸāĻžāϞāϞ⧇ āĻŦā§āϝāĻŦāϏāĻž āϟāĻŋāϕ⧇ āĻĨāĻžāϕ⧇? āϛ⧋āϟ āĻŽā§āϖ⧇ āĻŦ⧜ āĻ•āĻĨāĻž āĻŽāĻžāύāĻžā§Ÿ āύāĻž, āĻ•āĻŋāĻ¨ā§āϤ⧁ āφāĻŽāĻžāĻĻ⧇āϰ āĻĻ⧇āĻļ⧇ āĻ…āύ⧇āϕ⧇āχ āĻ…āύ⧇āĻ• āĻ•āĻŋāϛ⧁ āĻ•āϰāϤ⧇ āϚāĻžā§Ÿ, āĻ•āĻŋāĻ¨ā§āϤ⧁ āύāĻžāύāĻžāύ āϏāĻŽāĻ¸ā§āϝāĻžāϰ āĻ•āĻžāϰāύ⧇ āϤāĻžāϰāĻž āφāĻ—āĻžā§Ÿ āύāĻžāĨ¤ āĻāĻ–āύ āϝāĻĻāĻŋ āĻŦ⧇āϰ āĻšā§Ÿā§‡ āφāϏ⧇, āχāĻ­āĻžāϞāĻŋāϰ āϰāĻžāϏ⧇āϞ āϏāĻžāĻšā§‡āĻŦ āϟāĻžāĻ•āĻž āĻĒāĻžāϚāĻžāϰ āĻ•āϰ⧇āϛ⧇, āϤāĻžāĻšāϞ⧇ āĻāϰ āĻĻāĻžā§ŸāĻŋāĻ¤ā§āĻŦ āĻ•āĻŋ āϜāύāĻ—āύ⧇āϰ āϏ⧇āϟāĻž āϖ⧁āρāĻœā§‡ āĻŦ⧇āϰ āĻ•āϰāĻž, āύāĻžāĻ•āĻŋ āϏāϰāĻ•āĻžāϰ⧇āϰ? āφāϰ āϝāĻĻāĻŋ āĻŽāĻžāύāĻŋ āϞāĻ¨ā§āĻĄāĻžāϰāĻŋāĻ‚ āύāĻž āĻ•āϰ⧇ āĻĨāĻžāϕ⧇, āĻŦā§āϝāĻŦāϏāĻž āĻĒā§āϰāϤāĻŋāĻˇā§āϟāĻžāύ āϝāĻĻāĻŋ āĻŦāĻ¨ā§āϧ āĻ•āϰ⧇ āĻĻ⧇āĻ“ā§ŸāĻž āĻšā§Ÿ, āϤāĻžāĻšāϞ⧇ āĻ•āĻŋ āĻ—ā§āϰāĻžāĻšāĻ•āϰāĻž āϤāĻžāĻĻ⧇āϰ āϟāĻžāĻ•āĻž āĻĢ⧇āϰāϤ āĻĒāĻžāĻŦ⧇? āφāĻŽāĻŋ āϕ⧋āύ āϰāĻžāϜāύ⧈āϤāĻŋāĻ• āĻĻāϞ⧇āϰ āĻĻā§‹āώ āĻĻāĻŋāĻšā§āĻ›āĻŋ āύāĻžāĨ¤ āĻŦāϰāĻ‚ āϏāϰāĻ•āĻžāϰ āĻāĻŦāĻ‚ āĻŽāύāĻŋāϟāϰāĻŋāĻ‚ āĻ•āĻ°ā§āϤ⧃āĻĒāĻ•ā§āώāϕ⧇ āĻŦāϞāϤ⧇ āϚāĻžāχ, āφāĻĒāύāĻžāϰāĻž āĻ•āĻŋ āϏāĻžāϰāĻž āĻŦāĻ›āϰ āύāĻžāϕ⧇ āϤ⧇āϞ āĻĻāĻŋā§Ÿā§‡ āϘ⧁āĻŽāĻžāύ?

ā§­āĨ¤ āĻāĻ•āϟāĻž āĻšā§‡āύāĻž āĻ—āĻ˛ā§āĻĒ āĻĻāĻŋā§Ÿā§‡ āĻļ⧇āώ āĻ•āϰāĻŋāĨ¤ āĻĄāĻžāĻ•āĻžāϤāϰāĻž āĻāϞāĻžāĻ•āĻž āĻāϞāĻžāĻ•āĻž āϘ⧁āϰ⧇ āĻĄāĻžāĻ•āĻžāϤāĻŋ āĻ•āϰāϤ⧋āĨ¤ āĻĄāĻžāĻ•āĻžāϤ āĻĻāϞ⧇āϰ āϏāĻ°ā§āĻĻāĻžāϰ āĻĻ⧇āĻ–āϞ⧋, āϤāĻžāĻĻ⧇āϰ āϖ⧁āĻŦ āĻ•āĻˇā§āϟ āĻšā§ŸāĨ¤ āϤāĻžāχ āϤāĻžāϰāĻž āĻāĻ•āϟāĻž āĻŦā§āϝāĻžāĻ‚āĻ• āĻ•āϰāϞ⧋āĨ¤ āϏāĻŦāĻžāχ āĻāϏ⧇ āϞāĻžāχāύ āϧāϰ⧇ āĻŦā§āϝāĻžāĻ‚āϕ⧇ āϟāĻžāĻ•āĻž āϰāĻžāĻ–āĻž āĻļ⧁āϰ⧁ āĻ•āϰāϞ⧋āĨ¤ āĻāĻ–āύ āĻĄāĻžāĻ•āĻžāϤāϰāĻž āĻāϏāĻŋāϤ⧇ āĻŦāϏ⧇ āĻŦāϏ⧇ āĻĄāĻžāĻ•āĻžāϤāĻŋ āĻ•āϰ⧇āĨ¤

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āϕ⧇āύ ⧝ā§Ļ% āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻĢ⧇āχāϞ āĻ•āϰ⧇?

 āĻŦāĻŋāĻ–ā§āϝāĻžāϤ āĻŽā§āϝāĻžāĻ—āĻžāϜāĻŋāύ āĻĢā§‹āĻ°ā§āĻŦāϏ āĻāϰ āĻŽāϤ⧇ āĻĒ⧃āĻĨāĻŋāĻŦā§€āϰ ⧝ā§Ļ% āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻĢ⧇āχāϞ āĻ•āϰ⧇āĨ¤ āφāϜ āĻļā§‡ā§ŸāĻžāϰ āĻ•āϰāĻŦā§‹, āϕ⧇āύ ⧝ā§Ļ% āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻĢ⧇āχāϞ āĻ•āϰ⧇āĨ¤ āĻāϟāĻž āύāĻŋā§Ÿā§‡ āĻŦāĻŋāĻļāĻžāϞ āĻŦ⧜ āĻŦ⧜ āĻŦāĻŋāϜāύ⧇āϏ āϟāĻžāχāϕ⧁āύ⧇āϰ āĻ…āύ⧇āĻ• āϞ⧇āĻ–āĻž, āĻ­āĻŋāĻĄāĻŋāĻ“ āφāĻĒāύāĻŋ āĻĒāĻžāĻŦ⧇āύāĨ¤ āϏ⧇āϗ⧁āϞ⧋āϰ āωāĻĒāϰ āϤāĻĨā§āϝ āωāĻĒāĻžāĻ¤ā§āϤ āĻŦāĻŋāĻļā§āϞ⧇āώāĻŖ āĻ•āϰ⧇ āĻāĻŦāĻ‚ āĻŦā§āϝāĻžāĻ•ā§āϤāĻŋāĻ—āϤ āĻ•āĻŋāϛ⧁ āĻ…āĻ­āĻŋāĻœā§āĻžāϤāĻž āϝ⧁āĻ•ā§āϤ āĻ•āϰ⧇ āφāĻŽāĻŋ āĻ āϞ⧇āĻ–āĻžāĨ¤

āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻ•āĻŋ?
āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻšāϞ⧋ āĻāĻŽāύ āĻāĻ•āϟāĻž āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āϝāĻžāϰāĻž āϤāĻžāĻĻ⧇āϰ āĻ…āĻĒāĻžāϰ⧇āĻļāύ⧇āϰ āĻĒā§āϰāĻžāĻĨāĻŽāĻŋāĻ• āĻĒāĻ°ā§āϝāĻžā§Ÿā§‡ āφāϛ⧇āĨ¤ āĻāĻ• āĻŦāĻž āĻāĻ•āĻžāϧāĻŋāĻ• āϕ⧋-āĻĢāĻžāωāĻ¨ā§āĻĄāĻžāϰ āĻŽāĻŋāϞ⧇ āϕ⧋āύ āĻāĻ•āϟāĻž āĻĒā§āϰ⧋āĻĄāĻžāĻ•ā§āϟ āĻŦāĻž āϏāĻžāĻ°ā§āĻ­āĻŋāϏ āĻĄā§‡āϭ⧇āϞāĻĒ āĻ•āϰ⧇ āϝāĻžāϰ āĻŽāĻžāĻ°ā§āϕ⧇āϟ āĻĄāĻŋāĻŽāĻžāĻ¨ā§āĻĄ āφāϛ⧇ āĻŦāϞ⧇ āωāĻĻā§āĻĻā§āϝ⧋āĻ•ā§āϤāĻžāϰāĻž āĻŦāĻŋāĻļā§āĻŦāĻžāϏ āĻ•āϰ⧇āĨ¤ āĻŦ⧇āĻļāĻŋāϰāĻ­āĻžāĻ— āĻ•ā§āώ⧇āĻ¤ā§āϰ⧇ āωāĻĻā§āĻĻā§āϝ⧋āĻ•ā§āϤāĻžāϰāĻž āĻ…āĻ¨ā§āϝ āϕ⧋āύ āϏ⧋āĻ°ā§āϏ āĻĨ⧇āϕ⧇ āĻĢāĻžāĻ¨ā§āĻĄ āĻ•āĻžāϞ⧇āĻ•ā§āϟ āĻ•āϰ⧇ āĻāĻŦāĻ‚ āϏāĻŽāĻžāĻœā§‡āϰ āϕ⧋āύ āϏāĻŽāĻ¸ā§āϝāĻžāϕ⧇ āϏāĻŽāĻžāϧāĻžāύ āĻ•āϰāĻžāϰ āĻšā§‡āĻˇā§āϟāĻž āĻ•āϰ⧇āĨ¤ āϏāϰāĻžāϏāϰāĻŋ āĻāĻŦāĻžāϰ āφāϏāĻž āϝāĻžāĻ•, āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀āϗ⧁āϞ⧋ āϕ⧇āύ āĻĢ⧇āχāϞ āĻ•āϰ⧇āĨ¤

(ā§§) āĻĒā§āϞāĻžāύāĻŋāĻ‚ āĻāϰ āĻ…āĻ­āĻžāĻŦāσ āĻĄā§‡āϟāĻž āĻāύāĻžāϞāĻŋāϏāĻŋāϏ āĻ•āϰāϞ⧇ āĻĻ⧇āĻ–āĻž āϝāĻžā§Ÿ, āϝ⧇ āϏāĻ•āϞ āωāĻĻā§āĻĻā§āϝ⧋āĻ—āϤāĻžāϰāĻž āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻĻā§‡ā§Ÿ āϤāĻžāĻĻ⧇āϰ āĻ…āύ⧇āϕ⧇āϰ āĻŦā§āϝāĻŦāϏāĻžā§ŸāĻŋāĻ• āĻĒā§‚āĻ°ā§āĻŦ āĻ…āĻ­āĻŋāĻœā§āĻžāϤāĻž āĻĨāĻžāϕ⧇ āύāĻžāĨ¤ āĻĢāϞ⧇ āϤāĻžāϰāĻž āĻŦāĻŋāϜāύ⧇āϏ āĻĒā§āĻ˛ā§āϝāĻžāύāĻŋāĻ‚ āϏāĻ āĻŋāĻ•āĻ­āĻžāĻŦ⧇ āύāĻŋāĻ°ā§āϧāĻžāϰāύ āĻ•āϰāϤ⧇ āĻŦā§āϝāĻžāĻ°ā§āĻĨ āĻšā§ŸāĨ¤ āĻāĻ•āϟāĻž āĻŦā§āϝāĻŦāϏāĻžāϰ āϜāĻ¨ā§āϝ āĻāĻ•āϟāĻž āĻŦā§āĻ°ā§āϝāĻžāĻ¨ā§āĻĄ-āύāĻŋāω āφāχāĻĄāĻŋ⧟āĻž āĻ•āĻŋāĻŽā§āĻŦāĻž āχāύāϭ⧇āĻˇā§āϟāĻŽā§‡āĻ¨ā§āϟ āϝāϤāϟāĻž āύāĻž āĻĻāϰāĻ•āĻžāϰ⧀ āϤāĻžāϰ āĻšā§‡ā§Ÿā§‡āĻ“ āĻšāĻžāϜāĻžāϰāϗ⧁āύ āĻŦ⧇āĻļāĻŋ āĻĻāϰāĻ•āĻžāϰ āĻĒā§āϞāĻžāύāĻŋāĻ‚āĨ¤ āφāĻĒāύāĻžāϰ āϚāĻŽā§ŽāĻ•āĻžāϰāϏāĻŦ āφāχāĻĄāĻŋ⧟āĻž āĻ•āĻŋāĻŽā§āĻŦāĻž āĻŦāĻŋāĻļāĻžāϞ āχāύāϭ⧇āĻˇā§āϟ āĻšāϞ⧇āĻ“, āϝāĻĻāĻŋ āĻĒā§āϞāĻžāύāĻŋāĻ‚ āĻ­āĻžāϞ āύāĻž āĻĨāĻžāϕ⧇, āφāĻĒāύāĻžāϰ āĻŦāĻŋāϜāύ⧇āϏ⧇ āϞāϏ āĻ•āϰāĻžāϰ āϏāĻŽā§āĻ­āĻžāĻŦāύāĻž ⧝ā§Ļ%āĨ¤ āĻ•āĻžāĻœā§‡āχ āĻŽāĻžāϠ⧇ āύāĻžāĻŽāĻžāϰ āφāϗ⧇ āφāĻĒāύāĻžāϰ āύ⧇āĻ•ā§āϏāϟ ā§§ā§Ļ āϟāĻž āĻ¸ā§āĻŸā§‡āĻĒ āĻ•āĻŋ, āφāĻ—āĻžāĻŽāĻŋ ā§§ āĻŦāĻ›āϰ⧇ āϟāĻžāĻ°ā§āϗ⧇āϟ āĻ•āĻŋ, ā§Ģ āĻŦāĻ›āϰ⧇ āϟāĻžāĻžāĻ°ā§āϗ⧇āϟ āĻ•āĻŋ, ā§§ā§Ļ āĻŦāĻ›āϰ⧇ āφāĻĒāύāĻŋ āϕ⧋āĻĨāĻžā§Ÿ āϝ⧇āϤ⧇ āϚāĻžāύ āĻāĻŦāĻ‚ āϏ⧇āχ āϟāĻžāĻ°ā§āϗ⧇āĻŸā§‡ āĻĒ⧌āĻ›āĻžāϤ⧇ āĻ•āĻŋ āĻ•āĻŋ āĻšā§āϝāĻžāϞ⧇āĻžā§āϜ āφāϛ⧇, āϤāĻžāϰ āϜāĻ¨ā§āϝ āφāĻĒāύāĻžāϰ āĻĒā§āϞāĻžāύāĻŋāĻ‚ āĻ•āĻŋ, āϏ⧇āϟāĻž āĻ āĻŋāĻ• āύāĻž āĻ•āϰāϤ⧇ āĻĒāĻžāϰāϞ⧇ āĻŦāĻŋāϏāύ⧇āϏ⧇ āϞāϏ āĻ–āĻžāĻ“ā§ŸāĻžāϰ āϏāĻŽā§āĻ­āĻžāĻŦāύāĻž āĻŦ⧇āĻļāĻŋāĨ¤

(⧍) āĻ¸ā§āĻ•āĻŋāϞāϏ⧇āϟ āύāĻž āĻĨāĻžāĻ•āĻžāσ āĻĒ⧃āĻĨāĻŋāĻŦā§€āϤ⧇ āĻāĻ–āύ āφāχāϟāĻŋ āĻāĻŦāĻ‚ āφāχāϟāĻŋ’āϏ āĻāϰ āϜ⧟-āϜ⧟āĻ•āĻžāϰāĨ¤ āϧāϰ⧁āύ āφāĻĒāύāĻŋ āĻāĻ•āϟāĻž āφāχāϟāĻŋ āϰāĻŋāϞ⧇āĻŸā§‡āĻĄ āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āĻ•āϰāϤ⧇ āϝāĻžāĻšā§āϛ⧇āύāĨ¤ āφāĻĒāύāĻžāĻĻ⧇āϰ āϟāĻŋāĻŽā§‡āϰ āϕ⧋-āĻĢāĻžāωāĻ¨ā§āĻĄāĻžāϰ⧇āϰ āĻŽāĻ§ā§āϝ⧇ āϝāĻĻāĻŋ āĻ…āĻ¨ā§āϤāϤ āĻāĻ•āϜāύ āĻāχ āĻŦāĻŋāĻˇā§Ÿā§‡ āĻāĻ•ā§āϏāĻĒāĻžāĻ°ā§āϟ āύāĻž āĻĨāĻžāϕ⧇, āϏ⧇āχ āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ⧇ āĻĢ⧇āχāϞ āĻ•āϰāĻžāϰ āϏāĻŽā§āĻ­āĻžāĻŦāύāĻž āĻ…āύ⧇āĻ• āĻŦ⧇āĻļāĻŋāĨ¤ āĻ•āĻžāϰāύ āĻāĻ•āϜāύ CTO āύāĻŋā§Ÿā§‹āĻ— āĻĻāĻŋā§Ÿā§‡ āφāĻĒāύāĻŋ āϝ⧇ āĻĒāϰāĻŋāĻŽāĻžāĻŖ āϤāĻžāϰāϰ āϜāĻ¨ā§āϝ āĻ…āĻ°ā§āĻĨ āĻŦā§āϝāĻžā§Ÿ āĻ•āϰāĻŦ⧇āύ, āϤāĻžāϤ⧇ āφāĻĒāύāĻžāϰ āχāύāϭ⧇āĻˇā§āϟāĻŽā§‡āĻ¨ā§āĻŸā§‡āϰ ā§§ āĻŦāĻ›āϰ⧇ āĻ…āύ⧇āĻ• āĻŦ⧜ āĻ…āĻ‚āĻļ āϚāϞ⧇ āϝāĻžāĻŦ⧇āĨ¤ āĻ•āĻžāĻœā§‡āχ āϟāĻŋāĻŽā§‡ āĻ…āĻŦāĻļā§āϝāχ āϏāĻ āĻŋāĻ• āĻ¸ā§āĻ•āĻŋāϞ-āϏ⧇āĻŸā§‡āϰ āϞ⧋āĻ• āφāĻŦāĻļā§āϝāĻ•āĨ¤

(ā§Š) āϭ⧁āϞ āĻŽāĻžāĻ°ā§āϕ⧇āϟāĻŋāĻ‚ āĻĒāĻŋāϞāĻŋāϏāĻŋāσ āĻ…āύ⧇āĻ• āĻ¸ā§āϟāĻžāĻ°ā§āϟ-āφāĻĒ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻĻ⧇āĻ–āĻž āϝāĻžā§Ÿ, āĻ­āĻžāϞ āĻĒā§āϰ⧋āĻĄāĻžāĻ•ā§āϟ āĻŦāĻž āϏāĻžāĻ°ā§āĻ­āĻŋāϏ āύāĻŋā§Ÿā§‡ āĻŽāĻžāϠ⧇ āύāĻžāĻŽā§‡āĨ¤ āĻ•āĻŋāĻ¨ā§āϤ⧁ āϭ⧁āϞ āĻŽāĻžāĻ°ā§āϕ⧇āϟāĻŋāĻ‚ āĻĒāĻŋāϞāĻŋāϏāĻŋāϰ āĻ•āĻžāϰāύ⧇ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋāϰ āĻ¸ā§āĻŸā§‡āĻ•-āĻšā§‹āĻ˛ā§āĻĄāĻžāϰāϰāĻž āĻ•ā§āώāϤāĻŋāĻ—ā§āϰāĻ¸ā§āĻĨ āĻšā§ŸāĨ¤ āĻ•āĻŋāϛ⧁ āĻ•ā§āώ⧇āĻ¤ā§āϰ⧇ āĻĻ⧇āĻ–āĻž āϝāĻžā§Ÿ, āĻāϗ⧇āϏāĻŋāĻ­ āĻŽāĻžāĻ°ā§āϕ⧇āϟāĻŋāĻ‚ āĻĒāϞāĻŋāϏāĻŋāϰ āĻ•āĻžāϰāύ⧇ āϤāĻžāĻĻ⧇āϰ āχāύāϭ⧇āĻˇā§āϟāĻŽā§‡āĻ¨ā§āϟ āĻ•ā§āϝāĻžāĻĒāĻŋāϟāĻžāϞ⧇āϰ āĻŦ⧇āĻļāĻŋāϰāĻ­āĻžāĻ— āĻ–āϰāϚ āĻšā§Ÿā§‡ āϗ⧇āϛ⧇ āĻ•āĻŋāĻ¨ā§āϤ⧁ āĻŽāĻžāĻ°ā§āϕ⧇āϟ āĻĨ⧇āϕ⧇ āϏ⧇āχ āĻĒāϰāĻŋāĻŽāĻžāĻŖ āϰāĻŋāϟāĻžāĻ°ā§āĻŖ āφāύāϤ⧇ āĻĒāĻžāϰāϛ⧇ āύāĻžāĨ¤ āϏāĻžāϧāĻžāϰāύāϤ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀āϤ⧇ āĻŦāĻŋāϜāύ⧇āϏ āĻŦāĻž āĻŽāĻžāĻ°ā§āϕ⧇āϟāĻŋāĻ‚ āĻŦā§āϝāĻžāĻ•āĻ—ā§āϰāĻžāωāĻ¨ā§āĻĄā§‡āϰ āωāĻĻā§āĻĻā§āϝ⧋āĻ•ā§āϤāĻž āĻŦ⧇āĻļāĻŋ āĻĨāĻžāĻ•āϞ⧇ āĻāχ āϭ⧁āϞāϟāĻŋ āĻ•āϰ⧇ āĻĨāĻžāϕ⧇āĨ¤ āĻ…āĻĒāϰāĻĻāĻŋāϕ⧇ āĻĻ⧇āĻ–āĻž āϝāĻžā§Ÿ, āĻ•āĻŋāϛ⧁ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻĒā§āϰ⧋āĻĄāĻžāĻ•ā§āϟ āĻ•ā§‹ā§ŸāĻžāϞāĻŋāϟāĻŋ āύāĻŋā§Ÿā§‡ āĻŦ⧇āĻļāĻŋ āĻĢā§‹āĻ•āĻžāϏ āĻ•āϰ⧇, āĻŽāĻžāĻ°ā§āϕ⧇āϟ āĻĄāĻŋāĻŽāĻžāĻ¨ā§āĻĄ āύāĻŋā§Ÿā§‡ āϚāĻŋāĻ¨ā§āϤāĻž āύāĻž āĻ•āϰ⧇ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻŦā§āϝāĻžāĻŦāϏāĻžā§ŸāĻŋāĻ•āĻ­āĻžāĻŦ⧇ āĻ•ā§āώāϤāĻŋāĻ—ā§āϰāĻ¸ā§āĻĨ āĻšā§ŸāĨ¤ āĻāχ āĻ•āĻžāϰāύ⧇āχ āϜāĻžāĻĒāĻžāύ⧇āϰ āĻ…āύ⧇āĻ• āĻŦāĻŋāĻ–ā§āϝāĻžāϤ āϕ⧋āĻŽā§āĻĒāĻžāύ⧀ āĻāĻ–āύ āχāϤāĻŋāĻšāĻžāϏ āĻšā§Ÿā§‡ āϗ⧇āϛ⧇, āĻ•āĻŋāĻ¨ā§āϤ⧁ āϚāĻžā§ŸāύāĻž āϏāĻžāϰāĻž āĻĻ⧁āύāĻŋ⧟āĻž āĻĻāĻ–āϞ āĻ•āϰ⧇ āĻĢ⧇āϞāϛ⧇āĨ¤ āĻ…āĻ­āĻŋāĻœā§āĻžāϤāĻž āĻŦāϞ⧇, āĻŦ⧇āĻļāĻŋāϰ āĻ­āĻžāĻ— āωāĻĻā§āĻĻā§āϝ⧋āĻ•ā§āϤāĻž āĻŸā§‡āĻ•āύāĻŋāĻ•ā§āϝāĻžāϞ āĻŽāĻžāχāĻ¨ā§āĻĄāϏ⧇āĻŸā§‡āϰ āĻšāϞ⧇ āĻāχ āϭ⧁āϞāϟāĻž āĻ•āϰ⧇āĨ¤ āĻ•āĻžāĻœā§‡āχ āϏāĻ āĻŋāĻ• āĻŽāĻžāĻ°ā§āϕ⧇āϟāĻŋāĻ‚ āĻĒāϞāĻŋāϏāĻŋ, āϏāĻ āĻŋāĻ• āωāĻĻā§āĻĻā§āϝ⧋āĻ•ā§āϤāĻž āύāĻŋāĻ°ā§āĻŦāĻžāϚāύ āĻ•āϰāĻž, āϏāĻ āĻŋāĻ• āϏāĻŽā§Ÿā§‡ āϏāĻ āĻŋāĻ• āϏāĻŋāĻĻā§āϧāĻžāĻ¨ā§āϤ āύ⧇āĻ“ā§ŸāĻž āĻ…āύ⧇āĻ• āϗ⧁āϰ⧁āĻ¤ā§āĻŦāĻĒ⧁āĻ°ā§āĻŖāĨ¤ āĻāĻ• āĻ•āĻĨāĻžā§Ÿ āĻŦāϞāϞ⧇, āĻĒā§āϰāĻ¤ā§āϝ⧇āĻ• āĻ•āĻžāĻœā§‡āϰ āĻŽāĻ§ā§āϝ⧇ āĻāĻ•āϟāĻž āĻŦā§āϝāĻžāϞ⧇āĻ¨ā§āϏ āϰāĻ•ā§āώāĻž āĻ•āϰāĻž āĻŦā§āϝāĻŦāϏāĻžā§Ÿ āϏāĻžāĻĢāĻ˛ā§āϝ⧇āϰ āĻĒā§āϰāĻĨāĻŽ āϧāĻžāĻĒāĨ¤

(ā§Ē) āϭ⧁āϞ āĻŽāĻžāĻ°ā§āϕ⧇āϟ āĻāύāĻžāϞāĻŋāϟāĻŋāĻ•ā§āϏāσ āĻ…āύ⧇āĻ• āĻŦā§āϝāĻŦāϏāĻžāχ āĻ•āĻžāĻˇā§āϟāĻŽāĻžāϰ āĻĢā§‹āĻ•āĻžāϏ āĻ•āĻžāϜ āĻ•āϰāϤ⧇ āĻĒāĻžāϰ⧇ āύāĻžāĨ¤ āϧāϰ⧁āύ āφāĻĒāύāĻžāϰ āĻ•āĻžāϛ⧇ āĻāĻ•āϟāĻž āφāχāĻĄāĻŋ⧟āĻž āφāϛ⧇āĨ¤ āĻ•āĻŋāĻ¨ā§āϤ⧁ āφāĻĒāύāĻžāϰ āĻŽāĻžāĻ°ā§āϕ⧇āϟ āĻāύāĻžāϞāĻŋāϟāĻŋāĻ•ā§āϏ āύāĻŋā§Ÿā§‡ āϏāĻ āĻŋāĻ• āĻĄāĻžāϟāĻž āύ⧇āχāĨ¤ āφāĻĒāύāĻŋ āϜāĻžāύ⧇āύ āύāĻž, āĻŽāĻžāĻ°ā§āϕ⧇āĻŸā§‡āϰ āĻĄāĻŋāĻŽāĻžāĻ¨ā§āĻĄ āĻ•āĻŋ, āĻ•āĻžāĻˇā§āϟāĻŽāĻžāϰ⧇āϰ āĻŦāĻžāĻœā§‡āϟ āϕ⧇āĻŽāύ, āφāĻĒāύāĻžāϰ āĻŽāĻžāĻ°ā§āϕ⧇āĻŸā§‡ āϟāĻŋāϕ⧇ āĻĨāĻžāĻ•āϤ⧇ āĻ•āϤ āĻĒāϰāĻŋāĻŽāĻžāύ⧇ āχāύāϭ⧇āĻˇā§āϟāĻŽā§‡āĻ¨ā§āϟ āĻĻāϰāĻ•āĻžāϰāĨ¤ āĻāχ āϏāĻ•āϞ āĻ•āĻŋāϛ⧁ Key Data āύāĻž āĻĨāĻžāĻ•āĻžā§Ÿ āĻ…āύ⧇āĻ• āĻ­āĻžāϞ āωāĻĻā§āĻĻā§āϝ⧋āĻ—āĻ“ āĻ•āĻŋāϛ⧁āĻĻāĻŋāύ āĻĒāϰ⧇ āϭ⧇āĻ¸ā§āϤ⧇ āϝāĻžā§ŸāĨ¤ āωāĻĻā§āĻĻā§āϝ⧋āĻ—āϤāĻž āĻšāϤ⧇ āĻšāϞ⧇ āφāĻĒāύāĻžāϰ āĻŽāĻžāĻ°ā§āϕ⧇āϟ āϏāĻŽā§āĻĒāĻ°ā§āϕ⧇ āϏāĻžāĻŽā§āϝāĻ• āϧāĻžāϰāύāĻž āĻĨāĻžāĻ•āϤ⧇ āĻšāĻŦ⧇āĨ¤ āύāĻŋāĻœā§‡āϕ⧇ āĻŦāχ āĻĒ⧜āϤ⧇ āĻšāĻŦ⧇, āĻŽāĻžāĻ°ā§āϕ⧇āĻŸā§‡ āĻĒā§āϰāϤāĻŋāϝ⧋āĻ—ā§€āĻĻ⧇āϰ āϏāĻžāĻĨ⧇ āĻŽāĻŋāĻļāϤ⧇ āĻšāĻŦ⧇, āϰ⧇āϗ⧁āϞāĻžāϰ āĻŽāĻžāĻ°ā§āϕ⧇āϟ āĻ¸ā§āϟāĻžāĻĄāĻŋ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇, āφāĻĒ-āϟ⧁-āĻĄā§‡āϟ āύāĻž āĻĨāĻžāĻ•āϞ⧇ āφāĻĒāύāĻžāϰ āĻŦāĻŋāϜāύ⧇āϏ āĻĢ⧇āχāϞ āĻ•āϰāĻŦ⧇, āϏ⧇āϟāĻžāχ āĻ¸ā§āĻŦāĻžāĻ­āĻžāĻŦāĻŋāĻ•āĨ¤

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Top 10 Leadership Qualities for Good Leaders

Want to become a great leader? Here are the top ten leadership qualities for a good leader.

  1. Honesty and integrity
  2. Vision and Purpose
  3. Inspire Others
  4. Decision Making Capabilities
  5. Good Communicator
  6. Confidence
  7. Commitment and Passion
  8. Delegation and Empowerment
  9. Creativity and Innovation
  10. Emotional Intelligence

1. Honesty and Integrity

leadership qualitiesThe 34th President of the United States, Dwight.D.Eisenhower once said, “The supreme quality of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” Honesty and integrity are two important ingredients that make a good leader. How can you expect your followers to be honest when you lack these qualities yourself? Leaders succeed when they stick to their values and core beliefs and without ethics, this will not be possible.

2. Vision and Purpose

Vision and Purpose“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”—Jack Welch

Good leaders always have a vision and purpose. They not only visualize the future themselves but also share their vision with their followers. When their followers were able to see the big picture, they can see where they are heading. A great leader goes above and beyond and explains why they are moving in the direction they are moving and shares the strategy and action plan to achieve that goal.

3. Inspire Others

leadership qualitiesProbably the most difficult job for a leader is to persuade others to follow. It can only be possible if you inspire your followers by setting a good example. When the going gets tough, they look up to you and see how you react to the situation. If you handle it well, they will follow you. As a leader, should think positive and this positive approach should be visible through your actions. Stay calm under pressure and keep the motivation level up. As John Quincy Adams puts it, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” If you are successful in inspiring your subordinates, you can easily overcome any current and future challenge easily.

4. Decision-Making Capabilities

good leadersApart from having a futuristic vision, a leader should have the ability to take the right decision at the right time. Decisions taken by leaders have a profound impact on the masses. A leader should think long and hard before taking a decision but once the decision is taken, stand by it. Although most leaders take decisions on their own, it is highly recommended that you consult key stakeholders before taking a decision. After all, they are the ones who will benefit or suffer from your decisions.

5. Good Communicator

Good Communicator - TaskQue BlogUntil you clearly communicate your vision to your team and tell them the strategy to achieve the goal, it will be very difficult for you to get the results you want. Simply put, if you are unable to communicate your message effectively to your team, you can never be a good leader. A good communicator can be a good leader. Words have the power to motivate people and make them do the unthinkable. If you use them effectively, you can also achieve better results.

6. Confidence

leadership qualitiesTo be an effective leader, you should be confident enough to ensure that other follow your commands. If you are unsure about your own decisions and qualities, then your subordinates will never follow you. As a leader, you have to be oozing with confidence, show some swagger and assertiveness to gain the respect of your subordinates. This does not mean that you should be overconfident, but you should at least reflect the degree of confidence required to ensure that your followers trust you as a leader.

7. Commitment and Passion

leadership qualitiesYour teams look up to you and if you want them to give them their all, you will have to be passionate about it too. When your teammates see you getting your hands dirty, they will also give their best shot. It will also help you to gain the respect of your subordinates and infuse new energy in your team members, which helps them to perform better. If they feel that you are not fully committed or lacks passion, then it would be an uphill task for the leader to motivate your followers to achieve the goal.

8. Delegation and Empowerment

Delegation and Empowerment - TaskQue BlogYou cannot do everything, right. It is important for a leader to focus on key responsibilities while leaving the rest to others. By that, I mean empowering your followers and delegating tasks to them. If you continue to micromanage your subordinates, it will develop a lack of trust and more importantly, you will not be able to focus on important matters, as you should be. Delegate tasks to your subordinates and see how they perform. Provide them with all the resources and support they need to achieve the objective and give them a chance to bear the responsibility.

9. Creativity and Innovation

good leadersWhat separates a leader from a follower? Steve Jobs, the greatest visionary of our time answers this question this way, “Innovation distinguishes between a leader and a follower.” In order to get ahead in today’s fast-paced world, a leader must be creative and innovative at the same time. Creative thinking and constant innovation is what makes you and your team stand out from the crowd. Think out of the box to come up with unique ideas and turn those ideas and goals into reality.

10. Emotional Intelligence

Emotional IntelligenceGood leaders always have higher influence but how do they increase their influence on the point where people accept what they say. They do this by connecting with people emotionally. That is where emotional intelligence comes into play.

Here are some of the reasons why a leader should be emotionally intelligent.

  • Manage emotions effectively
  • Better social awareness
  • Seamless communications
  • Conflict Resolution

With emotional intelligence, leaders can control their emotions, which prevents negative emotions from influencing their decision-making skills. As a result, they are less likely to make hasty decisions. Moreover, emotionally intelligent leaders are great at understanding the emotions and care about the feelings of others. That is not all, leaders who have this leadership quality not only handle conflict in a better way but also play an important role in conflict resolution.

āϜāĻžāĻĒāĻžāύ⧇ āĻĒ⧜āĻžāĻļ⧁āύāĻž āĻ“ āĻļāĻŋāĻ•ā§āώāĻžāĻŦ⧃āĻ¤ā§āϤāĻŋāϰ āĻŦāĻŋāĻ¸ā§āϤāĻžāϰāĻŋāϤ āϤāĻĨā§āϝ

āϜāĻžāĻĒāĻžāύ āĻ…āĻ°ā§āĻĨāύ⧈āϤāĻŋāĻ• āĻĻāĻŋāĻ• āĻĨ⧇āϕ⧇ āϝ⧇āĻŽāύ āĻāĻļāĻŋ⧟āĻž āĻāϰ āĻŽāĻ§ā§āϝ⧇ āωāĻ¨ā§āύāϤ āϤ⧇āĻŽāύāĻŋ āĻĻ⧇āĻļāϟāĻŋ āĻļāĻŋāĻ•ā§āώāĻžāĻŦā§āϝāĻŦāĻ¸ā§āĻĨāĻžāϰ āĻĻāĻŋāĻ• āĻĨ⧇āϕ⧇āĻ“ āĻāĻ—āĻŋā§Ÿā§‡ āϚāϞ⧇āϛ⧇āĨ¤ āϜāĻžāĻĒāĻžāύ⧇āϰ āωāĻšā§āϚāĻļāĻŋāĻ•ā§āώāĻžāϰ āĻŽāĻžāύ āĻŦāĻ°ā§āϤāĻŽāĻžāύ⧇ āĻāĻŽāύ āĻĒāĻ°ā§āϝāĻžā§Ÿā§‡ āĻĒ⧌āρāϛ⧇āϛ⧇ āϝ⧇ āϏāĻžāϰāĻž āĻŦāĻŋāĻļā§āĻŦ⧇āχ āϤāĻž āĻ—ā§āϰāĻšāĻŖā§€ā§Ÿ āĻ“ āϏāĻŽāĻžāĻĻ⧃āϤ āĻšāĻšā§āϛ⧇āĨ¤ āĻŦāĻŋāĻļā§āĻŦ⧇āϰ āĻŦāĻŋāĻ­āĻŋāĻ¨ā§āύ āĻĻ⧇āĻļ āĻĨ⧇āϕ⧇ āĻ›āĻžāĻ¤ā§āϰāĻ›āĻžāĻ¤ā§āϰ⧀āϰāĻž āωāĻšā§āϚāĻļāĻŋāĻ•ā§āώāĻžāϰ āϜāĻ¨ā§āϝ āϜāĻžāĻĒāĻžāύ⧇ āĻĒāĻžā§œāĻŋ āϜāĻŽāĻžāĻšā§āϛ⧇āύāĨ¤ āĻŦāĻžāĻ‚āϞāĻžāĻĻ⧇āĻļ⧇āϰ āĻ›āĻžāĻ¤ā§āϰāĻ›āĻžāĻ¤ā§āϰ⧀āϰāĻžāĻ“ āĻĒāĻžāĻšā§āϛ⧇āύ āĻĒ⧜āĻžāĻļā§‹āύāĻžāϰ āĻ…āύ⧇āĻ• āϏ⧁āϝ⧋āĻ—āĨ¤ āĻĒā§āϰāϤāĻŋ āĻŦāĻ›āϰ āĻŦāĻžāĻ‚āϞāĻžāĻĻ⧇āĻļ āĻĨ⧇āϕ⧇ āĻ…āύ⧇āĻ• āĻ›āĻžāĻ¤ā§āϰāĻ›āĻžāĻ¤ā§āϰ⧀āϰāĻž āĻŽāύāĻŦ⧁āĻļā§‹ āĻŦ⧃āĻ¤ā§āϤāĻŋ āύāĻŋā§Ÿā§‡ āϜāĻžāĻĒāĻžāύ⧇ āĻĒāĻžā§œāĻŋ āϜāĻŽāĻžāĻšā§āϛ⧇āύāĨ¤ āĻ āĻ›āĻžā§œāĻž āϜāĻžāĻĒāĻžāύ⧇ āĻ—āĻŋā§Ÿā§‡ Jasso, āĻŸā§‹āĻ•āĻŋāĻ“ āĻĢāĻžāωāĻ¨ā§āĻĄā§‡āĻļāύ āĻŦāĻž āφāĻžā§āϚāϞāĻŋāĻ• āĻ•āĻŋāϛ⧁ āĻŦ⧃āĻ¤ā§āϤāĻŋāĻ“ āĻĒ⧇āϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤ āφāϰ āϤāĻžāχ āύāĻŋāĻœā§‡āϰ āĻ­āĻŦāĻŋāĻˇā§āĻ¯ā§Ž āφāϰāĻ“ āωāĻ¨ā§āύāϤ āĻ•āϰāϤ⧇ āϜāĻžāĻĒāĻžāύ⧇ āωāĻšā§āϚāĻļāĻŋāĻ•ā§āώāĻž āύāĻŋāϤ⧇ āĻ•āĻŋāϛ⧁ āĻŦāĻŋāώ⧟ āĻœā§‡āύ⧇ āύ⧇āĻ“ā§ŸāĻž āϝāĻžāĻ•āĨ¤

āϜāĻžāĻĒāĻžāύ āĻšāϤ⧇ āĻĒā§āϰāĻĻāĻ¤ā§āϤ āĻĄāĻŋāĻ—ā§āϰāĻŋāϰ āύāĻžāĻŽāσ

  • āĻŦā§āϝāĻžāĻšā§‡āϞāϰ āĻĄāĻŋāĻ—ā§āϰāĻŋ,
  • āĻŽāĻžāĻ¸ā§āϟāĻžāĻ°ā§āϏ āĻĄāĻŋāĻ—ā§āϰāĻŋ āĻ“
  • āĻĄāĻ•ā§āĻŸā§‹āϰāĻžāϞ āĻĄāĻŋāĻ—ā§āϰāĻŋāĨ¤

āϕ⧋āĻ°ā§āϏ⧇āϰ āϏāĻŽā§ŸāϏ⧀āĻŽāĻžāσ

ā§§. āĻŽāĻžāĻ¸ā§āϟāĻžāϰ āĻĄāĻŋāĻ—ā§āϰāĻŋ āϏāĻŽā§āĻĒāĻ¨ā§āύ āĻ•āϰāϤ⧇ āĻĻ⧁āχ āĻŦāĻ›āϰ āϏāĻŽā§Ÿ āϞāĻžāĻ—āĻŦ⧇āĨ¤
⧍. āĻĄāĻ•ā§āĻŸā§‹āϰāĻžāϞ āĻĄāĻŋāĻ—ā§āϰāĻŋ āϏāĻŽā§āĻĒāĻ¨ā§āύ āĻ•āϰāϤ⧇ āϤāĻŋāύ āĻŦāĻ›āϰ āϏāĻŽā§Ÿ āϞāĻžāĻ—āĻŦ⧇āĨ¤ āϤāĻŦ⧇ āϚāĻŋāĻ•āĻŋā§ŽāϏāĻž āĻŦāĻŋāĻœā§āĻžāĻžāύ⧇āϰ āĻ›āĻžāĻ¤ā§āϰ-āĻ›āĻžāĻ¤ā§āϰ⧀āĻĻ⧇āϰ āĻĒāĻŋāĻāχāϚāĻĄāĻŋ āĻĒā§āϰ⧋āĻ—ā§āϰāĻžāĻŽ āϚāĻžāϰ (ā§Ē) āĻŦāĻ›āϰ⧇āϰāĨ¤

āĻŽāĻžāĻ¸ā§āϟāĻžāĻ°ā§āϏ āĻĄāĻŋāĻ—ā§āϰāĻŋāϰ āĻ…āĻĨāĻŦāĻž āĻĒāĻŋāĻāχāϚāĻĄāĻŋ āϤ⧇ āφāĻŦ⧇āĻĻāύ⧇āϰ āϝ⧋āĻ—ā§āϝāϤāĻžāσ

  • āĻāĻ•āĻžāĻĄā§‡āĻŽāĻŋāĻ• āĻ•āĻŽāĻĒāĻ•ā§āώ⧇ ā§§ā§Ŧ āĻŦāĻ›āϰ⧇āϰ āĻļāĻŋāĻ•ā§āώāĻžāĻ—āϤ āϝ⧋āĻ—ā§āϝāϤāĻž āĻĨāĻžāĻ•āϤ⧇ āĻšāĻŦ⧇āĨ¤
  • āϜāĻžāĻĒāĻžāύāĻŋ āĻ­āĻžāώāĻžāϰ āĻ“āĻĒāϰ āĻĒāĻ°ā§āϝāĻžāĻĒā§āϤ āĻĻāĻ•ā§āώāϤāĻž āĻĨāĻžāĻ•āϤ⧇ āĻšāĻŦ⧇ āĻāĻŽāύ āϕ⧋āύ āĻŦāĻžāĻ§ā§āϝāĻŦāĻžāϧāĻ•āϤāĻž āύ⧇āχāĨ¤ āϤāĻŦ⧇, āϜāĻžāĻĒāĻžāύāĻŋ āĻ­āĻžāώāĻžāϰ āĻ“āĻĒāϰ āĻĻāĻ•ā§āώāϤāĻž āĻĨāĻžāĻ•āϞ⧇ āφāĻĒāĻžāύāϰ āϜāĻ¨ā§āϝ āĻ­āĻžāϞāĨ¤
  • āĻŦāĻ°ā§āϤāĻŽāĻžāύ⧇ āĻĒā§āϰāϤāĻŋāϝ⧋āĻ—āĻŋāϤāĻžāϰ āĻ•āĻžāϰāϪ⧇ IELTS / TOEFL āĻĻāĻŋā§Ÿā§‡ āϰāĻžāĻ–āĻž āĻ­āĻžāϞāĨ¤ āĻāϟāĻž āφāĻĒāύāĻžāϕ⧇ āϏāĻžāĻŽāύ⧇ āĻāĻ—āĻŋā§Ÿā§‡ āϰāĻžāĻ–āĻŦ⧇āĨ¤
  • āĻ•āĻŋāϛ⧁ Publication āĻĨāĻžāĻ•āĻž āĻ­āĻžāϞāĨ¤

āĻ•āĻŋāĻ­āĻžāĻŦ⧇ āĻļ⧁āϰ⧁ āĻ•āϰāĻŦ⧇āύ?

āϏāĻ°ā§āĻŦāĻĒā§āϰāĻĨāĻŽ āφāĻĒāύāĻžāϕ⧇ āφāĻĒāύāĻžāϰ āĻ—āĻŦ⧇āώāĻŖāĻžāϰ āφāĻ—ā§āϰāĻš āĻāϰ āωāĻĒāϰ āĻĒā§āϰ⧋āĻĢ⧇āϏāϰ āϏāĻ¨ā§āϧāĻžāύ āĻ•āϰ⧇ āϤāĻžāϰ āĻŦāϰāĻžāĻŦāϰ āχāĻŽā§‡āχāϞ āĻāϰ āĻŽāĻžāĻ§ā§āϝāĻŽā§‡ āϝ⧋āĻ—āĻžāϝ⧋āĻ— āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤ āĻ•āĻŋāĻ­āĻžāĻŦ⧇ āφāĻĒāύāĻŋ āφāĻŦ⧇āĻĻāύ āĻ•āϰāĻŦ⧇āύ āϏ⧇ āĻŦā§āϝāĻžāĻĒāĻžāϰ⧇, āĻĒā§āϰāĻĢ⧇āϏāϰ āφāĻĒāύāĻžāϕ⧇ āĻĒāϰāĻŦāĻ°ā§āϤ⧀ āύāĻŋāĻ°ā§āĻĻ⧇āĻļāύāĻž āĻĻāĻŋāĻŦ⧇āύāĨ¤ āφāĻĒāύāĻŋ āχāωāύāĻŋāĻ­āĻžāĻ°ā§āϏāĻŋāϟāĻŋ āĻāϰ āĻ“ā§Ÿā§‡āĻŦāϏāĻžāχāĻŸā§‡ āĻĸ⧁āϕ⧇āĻ“ āύāĻŋāĻ°ā§āĻĻ⧇āĻļāύāĻž āĻĒ⧇āϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤ āφāĻŽāĻžāϰ āĻ…āĻ­āĻŋāĻœā§āĻžāϤāĻžāϰ āφāϞ⧋āϕ⧇ āĻ•āĻŋāϛ⧁ āϤāĻĨā§āϝ āĻŦāϞāĻ›āĻŋ āφāĻĒāύāĻžāĻĻ⧇āϰ āϏ⧁āĻŦāĻŋāϧāĻžāĻ°ā§āĻĨā§‡â€”

  • āĻĒā§āϰāĻĢ⧇āϏāϰ āφāĻĒāύāĻžāϰ āĻ•āĻžāϛ⧇ āφāĻĒāύāĻžāϰ Graduation āĻāϰ Transcript āϚāĻžāχāϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤
  • āĻĒā§āϰāĻĢ⧇āϏāϰ āφāĻĒāύāĻžāϕ⧇ Skype Interview āύāĻŋāϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤
  • āĻĒā§āϰāĻĢ⧇āϏāϰ āφāĻĒāύāĻžāϕ⧇ Research Proposal āϤ⧈āϰāĻŋ āĻ•āϰāϤ⧇ āĻŦāϞāϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤
  • āĻĒā§āϰāĻĢ⧇āϏāϰ āφāĻĒāύāĻžāϕ⧇ Basic āϕ⧋āύ āĻŦāĻŋāĻˇā§Ÿā§‡ āĻŦāĻŋāĻ­āĻŋāĻ¨ā§āύ āĻĒā§āϰāĻļā§āύ āĻ•āϰāϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤

Skype Interview āĻĻ⧇āĻ“ā§ŸāĻžāϰ āφāϗ⧇ āφāĻĒāύāĻžāϕ⧇ āĻ•āĻŋāϛ⧁ āĻŦāĻŋāώ⧟ āĻŽāύ⧇ āϰāĻžāĻ–āĻž āωāϚāĻŋāĻ¤â€”

  • āφāĻĒāύāĻžāϰ Intended Professor āĻāϰ āĻ—āĻŦ⧇āώāĻŖāĻž āϏāĻŽā§āĻĒāĻ°ā§āϕ⧇ āĻŽā§‚āϞ āĻ•āĻŋāϛ⧁ āϧāĻžāϰāύāĻž āύāĻŋāύāĨ¤
  • āφāĻĒāύāĻžāϰ Graduation āĻāϰ Thesis or Project āϟāĻž review āĻ•āϰ⧇ āύāĻŋāύ āĻāĻŦāĻ‚ āϐ āϏāĻŽā§āĻĒāϰāĻ•ā§āϰāĻŋāϤ āĻŽā§‚āϞ āĻ•āĻŋāϛ⧁ āĻŦāĻŋāώ⧟ āϏāĻŽā§āĻĒāĻ°ā§āϕ⧇ āϧāĻžāϰāύāĻž āϰāĻžāϖ⧁āύāĨ¤
  • āφāĻĒāύāĻžāϰ āĻŦāĻžāϏāĻžāϰ āχāĻ¨ā§āϟāĻžāϰāύ⧇āϟ āϏāĻ‚āϝ⧋āĻ— āϟāĻŋ āĻ­āĻžāϞ āĻĨāĻžāĻ•āĻž āφāĻŦāĻļā§āϝāĻ•āĨ¤ Don’t depend only on router. A back up support like Modem is better to keep.

āϕ⧀āĻ­āĻžāĻŦ⧇ āφāĻŦ⧇āĻĻāύ āĻ•āϰāĻž āϝāĻžāĻŦ⧇?
ā§§. āφāĻŦ⧇āĻĻāύāĻĒāĻ¤ā§āϰ⧇āϰ āϤāĻĨā§āϝ āĻ“ āĻĢāϰāĻŽ āϏāĻŽā§āĻĒāĻ°ā§āϕ⧇ āĻŦāĻŋāĻ¸ā§āϤāĻžāϰāĻŋāϤ āϜāĻžāύāϤ⧇ āϞāĻŋāĻ–āĻŋāϤāĻ­āĻžāĻŦ⧇ āϏāϰāĻžāϏāϰāĻŋ āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύ⧇āϰ āĻ…āĻĢāĻŋāϏ⧇ āϝ⧋āĻ—āĻžāϝ⧋āĻ— āĻ•āϰāĻž āϝ⧇āϤ⧇ āĻĒāĻžāϰ⧇āĨ¤
⧍. āφāĻĒāύāĻŋ āϚāĻžāχāϞ⧇ āφāĻŦ⧇āĻĻāύāĻĒāĻ¤ā§āϰ⧇āϰ āĻĢāϰāĻŽāϟāĻŋ āĻŦāĻŋāĻļā§āĻŦāĻŦāĻŋāĻĻā§āϝāĻžāĻ˛ā§Ÿā§‡āϰ āĻ“ā§Ÿā§‡āĻŦāϏāĻžāχāϟ āĻĨ⧇āϕ⧇ āĻĄāĻžāωāύāϞ⧋āĻĄ āĻ•āϰ⧇ āύāĻŋāϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤
ā§Š. āĻ•āĻŋāϛ⧁ āĻŦāĻŋāĻļā§āĻŦāĻŦāĻŋāĻĻā§āϝāĻžāĻ˛ā§Ÿā§‡āϰ āĻ…āύāϞāĻžāχāύ⧇ āφāĻŦ⧇āĻĻāύāĻĒāĻ¤ā§āϰ āϜāĻŽāĻž āĻĻ⧇āĻ“ā§ŸāĻžāϰ āϏ⧁āĻŦāĻŋāϧāĻž āĻ°ā§Ÿā§‡āϛ⧇āĨ¤

āĻ­āĻ°ā§āϤāĻŋ āĻ•āĻ°ā§āϤ⧃āĻĒāĻ•ā§āώ āĻĄāϕ⧁āĻŽā§‡āĻ¨ā§āĻŸā§‡āĻļāύ, āĻŸā§āϰāĻžāĻ¨ā§āϏāϞ⧇āĻļāύ āĻ“ āĻ­āĻŋāϏāĻžāϏāĻ‚āĻ•ā§āϰāĻžāĻ¨ā§āϤ āĻĒā§āĻ°ā§Ÿā§‹āϜāĻ¨ā§€ā§Ÿ āϤāĻĨā§āϝ āφāĻĒāύāĻžāϕ⧇ āϜāĻžāύāĻžāĻŦ⧇āĨ¤

āĻĒā§āĻ°ā§Ÿā§‹āϜāĻ¨ā§€ā§Ÿ āϤāĻĨā§āϝ āĻ“ āĻĄāϕ⧁āĻŽā§‡āĻ¨ā§āĻŸā§‡āĻļāύ āϏāĻŽā§āĻĒāĻ¨ā§āύ āĻ•āϰāĻžāϰ āϜāĻ¨ā§āϝ āφāĻĒāύāĻŋ āĻ•āĻŽāĻĒāĻ•ā§āώ⧇ āĻāĻ• āĻŦāĻ›āϰ āφāϗ⧇ āĻĨ⧇āϕ⧇āχ āĻ–ā§‹āρāϜāĻ–āĻŦāϰ āϰāĻžāĻ–āϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤

āĻĻāϰāĻ•āĻžāϰāĻŋ āĻ•āĻžāĻ—āϜāĻĒāĻ¤ā§āϰ

  • āφāĻŦ⧇āĻĻāύāĻĒāĻ¤ā§āϰ⧇āϰ āĻĢāϰāĻŽāϟāĻŋ āϏāĻŽā§āĻĒā§‚āĻ°ā§āĻŖāĻ­āĻžāĻŦ⧇ āĻĒā§‚āϰāĻŖ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤
  • āĻŽāĻžāĻ°ā§āĻ•āĻļāĻŋāϟāϏāĻš āϏāĻŦ āĻļāĻŋāĻ•ā§āώāĻžāĻ—āϤ āĻĄāϕ⧁āĻŽā§‡āĻ¨ā§āϟāϏ⧇āϰ āχāĻ‚āϰ⧇āϜāĻŋ āĻ•āĻĒāĻŋ āĻšāϤ⧇ āĻšāĻŦ⧇āĨ¤
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  • āφāĻĒāύāĻžāϰ āĻāĻ•āĻžāĻĄā§‡āĻŽāĻŋāĻ• āĻŸā§āϰāĻžāĻ¨ā§āϏāĻ•ā§āϰāĻŋāĻĒā§āĻŸā§‡āϰ āĻ…āĻĢāĻŋāĻļāĻŋ⧟āĻžāϞ āĻ•āĻĒāĻŋ āϜāĻŽāĻž āĻĻāĻŋāϤ⧇ āĻšāĻŦ⧇|
  • āφāĻĒāύāĻŋ āϝ⧇āĻ–āĻžāύ āĻĨ⧇āϕ⧇ āϕ⧋āĻ°ā§āϏāϟāĻŋ āϏāĻŽā§āĻĒāĻ¨ā§āύ āĻ•āϰ⧇āϛ⧇āύ, āϏ⧇āĻ–āĻžāύāĻ•āĻžāϰ āĻĄāĻŋāĻĒāĻžāĻ°ā§āϟāĻŽā§‡āĻ¨ā§āĻŸā§‡āϰ āĻĒā§āϰāϧāĻžāύ⧇āϰ āĻ•āĻžāĻ› āĻĨ⧇āϕ⧇ āĻ…āĻĢāĻŋāĻļāĻŋ⧟āĻžāϞ āϚāĻŋāĻ āĻŋ āϏāĻ‚āϝ⧁āĻ•ā§āϤ āĻ•āϰāϤ⧇ āĻšāϤ⧇ āĻĒāĻžāϰ⧇āĨ¤
  • āφāĻĒāύāĻžāϰ āĻļāĻŋāĻ•ā§āώāĻžāĻ—āϤ āĻĒāĻ°ā§āϝāĻžā§Ÿā§‡āϰ āĻŦāĻ°ā§āĻŖāύāĻž āϕ⧋āĻ°ā§āϏ⧇āϰ āĻŦāĻŋāĻ¸ā§āϤāĻžāϰāĻŋāϤ āĻŦāĻ°ā§āĻŖāύāĻžāĨ¤
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āĻŽāύāĻŦ⧁āĻļā§‹ āĻļāĻŋāĻ•ā§āώāĻžāĻŦ⧃āĻ¤ā§āϤāĻŋāσ

āϜāĻžāĻĒāĻžāύ⧇ āωāĻšā§āϚāĻļāĻŋāĻ•ā§āώāĻž āύāĻŋāϤ⧇ āφāϏāĻžāϰ āϜāĻ¨ā§āϝ āϏāĻŦāĻšā§‡ā§Ÿā§‡ āĻ­āĻžāϞ āωāĻĒāĻžā§Ÿ āĻšāĻšā§āϛ⧇, āĻŽāύāĻŦ⧁āĻļā§‹ āĻļāĻŋāĻ•ā§āώāĻžāĻŦ⧃āĻ¤ā§āϤāĻŋ āύāĻŋā§Ÿā§‡ āφāϏāĻžāĨ¤ āĻŽāύāĻŦ⧁āĻļā§‹ āĻŦ⧃āĻ¤ā§āϤāĻŋ āĻĻ⧁’āĻ­āĻžāĻŦ⧇ āĻĒ⧇āϤ⧇ āĻĒāĻžāϰ⧇āύāĨ¤
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āĻŦāĻžāĻ‚āϞāĻžāĻĻ⧇āĻļ āĻĨ⧇āϕ⧇ āϝāĻžāϰāĻž Graduation āĻļ⧇āώ āĻ•āϰ⧇āϛ⧇āύ āϤāĻžāĻĻ⧇āϰ āϜāĻ¨ā§āϝ Masters or PhD āϤ⧇ āϝāĻžāĻŦāĻžāϰ āϜāĻ¨ā§āϝ āĻĻā§āĻŦāĻŋāĻ¤ā§€ā§ŸāϟāĻŋāϤ⧇ (University Recommendation Scholarship ) āĻŦ⧃āĻ¤ā§āϤāĻŋ āĻĒāĻžāĻŦāĻžāϰ āϏāĻŽā§āĻ­āĻžāĻŦāύāĻž āĻŦ⧇āĻļāĻŋ āĻĨāĻžāϕ⧇āĨ¤ āĻ•āĻžāĻœā§‡āχ āĻāχ āĻļāĻŋāĻ•ā§āώāĻžāĻŦ⧃āĻ¤ā§āϤāĻŋ āĻĒ⧇āϤ⧇, āφāĻĒāύāĻžāϕ⧇ āĻĒā§āϰāĻĨāĻŽā§‡ āφāĻĒāύāĻžāϰ āĻ—āĻŦ⧇āώāĻŖāĻžāϰ āφāĻ—ā§āϰāĻšā§‡āϰ āωāĻĒāϰ āωāĻĒāϰ āĻ­āĻŋāĻ¤ā§āϤāĻŋ āĻ•āϰ⧇, āĻĒā§āϰāĻĢ⧇āϏāϰ āϏāĻ¨ā§āϧāĻžāύ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤ āĻāϰāĻĒāϰ āĻĒā§āϰāĻĢ⧇āϏāϰ āĻŦāϰāĻžāĻŦāϰ āχāĻŽā§‡āχāϞ āĻāϰ āĻŽāĻžāĻ§ā§āϝāĻŽā§‡ āϝ⧋āĻ—āĻžāϝ⧋āĻ— āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤ āĻļāĻŋāĻ•ā§āώāĻžāĻŦ⧃āĻ¤ā§āϤāĻŋ āĻĒ⧇āϤ⧇ āĻ•āĻŋāĻ­āĻžāĻŦ⧇ āφāĻĒāύāĻŋ āφāĻŦ⧇āĻĻāύ āĻ•āϰāĻŦ⧇āύ āϏ⧇ āĻŦā§āϝāĻžāĻĒāĻžāϰ⧇, āĻĒā§āϰāĻĢ⧇āϏāϰ āφāĻĒāύāĻžāϕ⧇ āĻĒāϰāĻŦāĻ°ā§āϤ⧀ āύāĻŋāĻ°ā§āĻĻ⧇āĻļāύāĻž āĻĻāĻŋāĻŦ⧇āύāĨ¤

āĻŦ⧃āĻ¤ā§āϤāĻŋāϰ āĻĒāϰāĻŋāĻŽāĻžāύāσ

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⧍) āϕ⧋āύ āϟāĻŋāωāĻļāύ āĻĢāĻŋ āύāĻžāχāĨ¤
ā§Š) āĻŦāĻžāĻ‚āϞāĻžāĻĻ⧇āĻļ āĻšāϤ⧇ āϜāĻžāĻĒāĻžāύ⧇ āφāϏāĻž āĻāĻŦāĻ‚ āϝāĻžāĻ“ā§ŸāĻžāϰ āĻŦāĻŋāĻŽāĻžāύ āϟāĻŋāĻ•āĻŋāϟāĨ¤

āĻāϏāĻŦāĻ•āĻŋāϛ⧁ āύāĻŋā§Ÿā§‡ āφāϰāĻ“ āĻŦāĻŋāĻ¸ā§āϤāĻžāϰāĻŋāϤ āϜāĻžāύāĻžāϰ āϜāĻ¨ā§āϝ āĻĻ⧇āĻ–āϤ⧇ āĻĒāĻžāϰ⧇āύ āĻāχ āϞāĻŋāĻ‚āĻ•āϟāĻŋāσ
http://www.uni.international.mext.go.jp/

āύāĻŋāĻšā§‡ āĻ•ā§Ÿā§‡āĻ•āϟāĻŋ āĻŦāĻŋāĻļā§āĻŦāĻŦāĻŋāĻĻā§āϝāĻžāĻ˛ā§Ÿā§‡āϰ āĻ“ā§Ÿā§‡āĻŦāϏāĻžāχāĻŸā§‡āϰ āĻ āĻŋāĻ•āĻžāύāĻž āωāĻ˛ā§āϞ⧇āĻ– āĻ•āϰāĻž āĻšāϞ⧋āσ
https://www.u-tokyo.ac.jp/en/index.html
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http://www.nagoya-u.ac.jp/en
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http://www.tsukuba.ac.jp/english
http://www.kobe-u.ac.jp/en
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http://www.waseda.jp/top/index-e.html
http://www.hiroshima-u.ac.jp/index.html
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http://www.sut.ac.jp/en/
http://www.metro-u.ac.jp/index-e.html
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http://www.tokushima-u.ac.jp/english/