Dubstep Musical Mastering – Part 1

I’ll present a ‘ground up’ training of learning methods that can be placed on dubstep, and a genuine world example inside final component. This way is preferable to giving you countless real world examples because you find yourself with a genuine understanding of for you to EQ and compress things in a specific method, not just copy a formula that may fail you.

Perfect your mix.

Do not think mastering will be a magic solution that may cure all your defects. You ought to ensure you get your dubstep blend sounding as near to perfect as you possibly can before also considering mastering. Ensuring you have got your sounds well-separated, with great slight EQ and 3D sound stage placement (using pan, and reverb etc). When you feel you cannot do any longer with the resources readily available you really need to then turn-to the tricks of mastering such as for instance multi-band compression, linear stage EQ and solid brick wall restricting.

Don’t learn ‘in the combine’.

Even believed it is extremely attractive to add some nice EQ and compression in the master production when you are nevertheless making / combining the track, it’s highly recommended which you hold back until you have got done until using these processes. You’ll usually get a significantly better final dubstep track at the conclusion. Of course its OK to evaluate harsh mixes with master EQ / comp, but constantly bounce the finished find ‘dry’ and also make a backup copy before you begin mastering.

Get some good human anatomy else to get it done.

The most essential things a professional dubstep mastering professional may bring, is a brand new group of ears. You’ve probably heard your track a hundred or so times and now have become accustomed to its defects, its therefor suggested to outsource this last part of the procedure. There are lots of on-line solution that provide songs for around 30.00 (2009). If that is certainly not a choice, you can constantly ask a buddy.

Less is more.

Each time you use a dubstep mastering process you’re risking degrading the quality of the audio, also merely adding ‘normalization’ or gain change can add small undesired artifacts into the file. So constantly prepare your processes and try and make use of as few as feasible. Therefore as opposed to normalizing in the beginning and at the conclusion, only do so when at the conclusion etc.

Meet load of producers of dubstep speak about dubstep and get dubstep guidelines at our dubstep discussion board

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How High is Your Team’s Emotional Intelligence (EQ)?

What is Emotional Intelligence (EQ) and How it Contributes to Success

Emotional Intelligence (EQ) is usually described in terms that apply to individuals. It describes how well someone is able to recognize, manage, and use their own emotions effectively. High EQ is essential to managing your own behavior effectively and to build and maintain strong interpersonal relationships with others.

EQ not only applies to individuals, but also to teams, groups, and even entire organizations. While most people know what high EQ looks like in a person, there are also clear signs that can help you to recognize the functioning EQ level of your own work group, team, and even your entire organization.

How High EQ in Teams & Groups Yields Increased Performance

High EQ teams are easy to spot because they demonstrate high levels of interpersonal competency across a wide range of day-to-day interactions. These are groups that work together to create high levels of trust, leverage conflict to produce good decisions, and hold each other accountable to produce and deliver outstanding results.

High EQ team members are not “divas” or “lone wolves.” They are equally committed to each team member’s success as much as they are to their own. They recognize that team members are interdependent upon each other for success. One of the clearest signs of a high EQ group is that tough issues get surfaced and resolved.

Conflict is seen as an ordinary and necessary part of problem solving. Important issues are passionately debated and discussed, but there are clear ground rules in place to contain any untoward emotional outbursts or personal attacks. Instead, honest dialogue and debate is used to address important issues.

High EQ teams also display a clear sense of commitment that leads to an alignment that focuses on achieving goals and outcomes. If team members do get sidetracked or derailed then other team members use accountability to get the stray member back on track or they surface the issue to the rest of the team or to leadership for an intervention. But, they do not let status and ego get in the way of teams delivering results.

High EQ Signs in Groups, Teams, and Organizations

* Team members trust each other enough to openly talk about their own strengths and weaknesses.

* Honest conflict is viewed as necessary and even desirable for effective decision-making.

* Passionate debate and discussion is used to generate alternative ideas and approaches so that the best course of action can be chosen from those created during open debate and dialogue.

* Senior organizational leaders are self-aware of their own power and influence and use appropriate self-control to regulate their own emotions as to have optimal communication with others. For example, they may wait to speak last at a meeting so that their comments do not stifle a more thorough and open discussion.

* Supervisors and managers demonstrate high levels of integrity and are trusted even though others may sometimes disagree with them about specific actions or decisions.

* Negative feedback is not avoided, but it is delivered to members in a way that preserves their professional pride and self-esteem as to assure continued employee engagement and positive motivation.

* The process used to achieve the outcome is as equally important as the outcome itself. Producing high results through unacceptable behavior does not meet the expected standard. The ends do not justify the means.

* Members can readily accept responsibility for their actions and they understand how their behavior, decisions, and reactions will resonate across other team members.

* Team members establish clear down ground rules for unacceptable behavior and the standards are well known to all. For example, problem solving is focused on learning from mistakes and not just assigning blame.

* Team members hold each other accountable, confront unacceptable behavior, and share credit for team success and achievements.

Why Low EQ in Teams and Groups Often Sabotages Success

Low EQ teams also show their own unique signs and styles. However, these behaviors tend to interfere with teams and organizations from being able to effectively deal with tough issues.

Low EQ teams often have fits and starts of success and emotional outbursts, especially when a crisis occurs. This affective instability often results in teams that produce inconsistent results.

Low EQ teams have members that often feel insecure, lack management competency, and tend to see conflict as a sign of dysfunction. Team members often dread meetings and their group interactions are characterized by an active avoidance of conflict and leave members with high levels of stress from leaving important issues unresolved.

Team members are unlikely to take bold risks or encourage other members to do so. Low EQ team members become experts at creating “pre-emptive” excuses so they can readily shift blame away from themselves when the team consistently fails to deliver results.

There is often a tacit agreement between members not to hold each other accountable so that team problems can be externalized to outside forces or unforeseen circumstances. This protects everyone’s ego and status and does not force team members to examine how their own interactions propagate low performance and failing to deliver the results and goals expected.

Signs of Low EQ in Groups, Teams, & Organizations

* Team members are reluctant to openly admit their own weaknesses or mistakes and will rarely ask for help, even if it is clearly needed.

* Team members are reluctant to hold each other accountable to their commitments and responsibilities for fear that it may damage interpersonal relationships and others may then also hold them accountable.

* Fragile egos of senior leaders lead to “out of bounds” or “forbidden” topics that need to be addressed, but cannot because team members feel unsupported challenging the ineffective pet policies of key players.

* Individual competition and the need for high individual achievement often interfere with necessary cooperation and teamwork necessary to create the collaboration needed to create win-win solutions.

* Members are unwilling or incapable of passionate debate about critical issues, unless a crisis is looming, and then the conflict becomes personal and ineffective.

* Artificial Harmony exists among team members whenever powerful outside players are present. Everyone seems to get along swell when the regional vice-president is visiting.

* Time and energy are actively invested in avoiding conflict and directed toward shifting blame and responsibility onto others. “Pre-emptive” excuses and other ways to avoid accountability are frequently used to protect status and egos.

* Fear of making a “bad” decision often results in “analysis paralysis” and constant delays which prevent team members from taking decisive action. The need for a “perfect” solution gets in the way of an “effective” solution.

* Negative feedback is delivered inconsistently and often in a way that is not constructive. There are emotional outbursts and team members are made scapegoats for poor leadership.

* Team members often feel that they are being humiliated or embarrassed, while more senior managers see them as being too sensitive and needing a thicker skin.

* Organizational leaders do not accept responsibility for any issues relating to culture or morale. The problem is always with the person or the team and never with the organization or the culture.

What to Do If You Need to Raise Your Group’s EQ?

If you are fortunate enough to belong to a high EQ team, then you already know what it feels like to be part of a successful group, team, or organization. If, however, you see your team acting in Low EQ ways, then you need to decide what you can do to make things better.

It’s very important to realize that improving the EQ level of a group or team is a much tougher task than working with a single low performing team member. This is because you are dealing with group dynamics, different levels of interpersonal functioning, and a collection of egos and people who are likely to be fearful of change and doubt their own ability to improve. After all, they have developed a number of ineffective ways at deflecting responsibility and accountability, so don’t expect them to welcome and opportunity to resolve the conflicts they have been actively avoiding.

The first place to start in developing higher group EQ is to assess where your team is functioning well now and where there is a clear need for professional development. Do not attempt do this job alone – get help. Locate either an internal or external expert who has experience in working with EQ and groups.

Work with your expert to establish exactly what behaviors are contributing to success and what behaviors are interfering with reaching team goals. Then figure out a set of strategies to advance team development around the core issues of trust, conflict management, commitment, and accountability. Remember, change is a process and not an event. Even with expert help, it may take 6-12 months of active focus before you see significant improvement

I can tell you, from personal experience, that it is possible to increase a team’s EQ. But, it absolutely requires a strong and secure team leader who is able to recognize the signs of low EQ and how it is negatively affecting performance. The team leader must also be willing to ask for help, accept outside advice and counsel, and be willing to support ongoing change.

The expert and the team leader, working together, must develop ways for team members to hold each other accountable and for letting go of the old ways of interacting. Conflict avoidance must be abandoned and teams must be shown how to effectively integrate conflict into normal problem solving to achieve better results. Team members must be taught how to give and receive honest feedback in ways that address real issues. Finally, all team members must feel empowered enough to challenge members who lose focus or do not deliver on their commitments.

Not all teams can make the change from low EQ to high EQ. It’s tough, takes hard work, and challenges the usual way of interacting. But, for those teams that are able to raise their EQ, they often find that they are capable of far more effective problem solving than they ever believed possible. High EQ team members have high levels of engagement, produce more high quality results, and are committed to their team and organization. Finally, high EQ teams often become talent magnets and attract top level talent across all levels of the organization.

About Thomas J. Haizlip, M.A.
Since 2000, I have helped transform great managers into great leaders. My experience and training as an expert in human behavior allows me to quickly assess and analyze what you need to do differently to move forward.
Over 50% of my clients have been promoted after working with me and learning how to become a more effective leader. Please, give me a call so I can help you move from where you are to where you want to be as a leader.

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How Emotional Intelligence Has Redefined Workplace Competencies

When psychologist and author Daniel Goleman published his book Emotional Intelligence in 1996, few might have predicted how great of an impact it would have on the business world.

Two years later, in 1998, Goleman carried his emotional intelligence (EQ) research into the workplace and published Working With Emotional Intelligence. It began a shift in thinking that would take the business world by storm. More research was conducted and Fortune 500 companies began implementing EQ principles into their operations.

With even better research and some surprising new findings, Goleman wrote The Emotionally Intelligent Workplace, published in 2001. More and more large organizations began paying attention to the idea of Emotional Intelligence and the trend continues to grow today.

Goleman’s research began in 1990 when he was a science reporter for the New York Times. He stumbled across an article in a scientific journal in which the two authors, both notable psychology professors, introduced the concept of emotional intelligence. Goleman was fascinated by the idea. It led to a pursuit that has defined much of his professional life and success.

The idea of emotional intelligence began as a look into how the brain processes emotions. The study eventually evolved into identifying intricate patterns of how individuals view themselves, work with each other and manage relationships. These principles proved to be valuable in professional, academic and personal success. According to the research, those individuals with naturally high EQ were more likely to succeed.

Where EQ differs from IQ however, is that the principles of EQ can be strengthened and learned, even at a rapid pace. Organizations worldwide have taken advantage of this, implementing emotional intelligence training and competency development into their work environments.

In the workplace, EQ is essentially one’s ability to self-assess, understand others and effectively maintain working relationships. Those with high EQ skills have proven to be much more successful in the workplace. In addition, EQ has proven to be the difference in those with high leadership potential.

In little more than a decade, these concepts have poured though the corporate world with enormous amounts of success. In most organizations, lists of competencies are now smattered with EQ driven skills. Whether a company recognizes those skills as coming from the EQ revolution or not may be debatable. While many organizations have gleaned some pieces, many of the concepts are just now being understood for the first time.

One thing is certain, however. Emotional Intelligence has moved beyond the image of a fad and has proven to be an avenue for increased success in the workplace and leadership development. Now more than 15 years since Goleman published his first book on EQ, the results have exceeded everyone’s expectations. Goleman’s research has truly revolutionized the way most companies approach training and development.

Ryan McSparran is a freelance business writer. Ryan covers topics related to organizational development, including the importance of emotional intelligence in the workplace.

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Is Your Emotional Intelligence Holding You Back From Success? – IQ Vs EQ

If you are starting out in a career, looking for a change of career, or just stagnating in a job that you’ve been in too long, and not progressed to the level you feel you should have, then the current economic climate will make this period of your life seem like a daunting challenge.

Perhaps you feel that you are under qualified and never really fulfilled your full potential in the academic arena, or perhaps you fell that you are over qualified for many of the jobs out there? It may come as a surprise to you that in fact your intelligence level or IQ has been shown to account for only 20% of your success in life. What plays a defining factor in those that succeed and those that remain to be content (or not) with mediocrity is the level of Emotion Intelligence (EQ) displayed, rather than Intelligence (IQ).
Emotional Intelligence is defined by 5 main areas:

1. Self-Awareness – understanding your own emotions
2. Managing Emotions – Controlling your own emotions
3. Self-motivation – Channelling your emotions towards a goal
4. Empathy towards others – Recognising the emotions of others
5. Handling Relationships – Managing the emotions of others

A great deal of research has discussed the right and left sides of the brain and how they function differently. One thinks and one feels, and it is those that have the ability to balance the two sides of the brain as they go about their lives exponentially increase their chances of success. Emotions can often cloud logic when making difficult decisions and dealing with difficult situations, but the good news is that unlike IQ, you’re EQ can be developed and improved just like a skill. There are a number of ways that you can work on improving yours such as:

• Put yourself in someone else’s shoes and really look at things from their perspective. Try to feel what they are feeling and think about how they might react in that situation.
• Eliminate negativity from your life – always take a positive outlook on life and surround yourself with people who do the same
• Learn from your mistakes and successes. Take time to reflect back on experiences and situations and replay different scenarios and outcomes
• Visualise upcoming situations and walk through in your mind exactly how you want them to go. Imagine the variations and prepare for them.

Remember – success is not an accident. Those who have a achieved greatness educated themselves and took action in their lives.

For further reading on achieving success and developing yourself and click on the links below.

Colin and Brian Mackenzie – Scholars of Success – http://www.monthlymillionaires.com – We have studied and dissected many of the greatest people and books related to success throughout the ages. We provide information and help people to achieve their full potential – Visit our website for more information at http://www.monthlymillionaires.com The author(s) grants full reprint rights to this article. You may reprint and electronically distribute this article so long as its content remains unchanged and the author’s byline remains in place.

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“Ancient Egyptians believed the heart was the center of intelligence and emotion. They also thought so little of the brain that during mummification, they removed the brain entirely from bodies.” –Unknown. Did you read the above properly? Isn’t funny? Well to begin with, EQ is nothing but a measure of your emotional intelligence and it can be broken down into the following five components – self-awareness; self-regulation; empathy; motivation and social skills. The ability to solve the problems in our lives is all dependent on our emotional Intelligence. EQ came into existence and recognition only since the past 10 years. In the the past decade the construct of emotional intelligence has captured the public imagination. We also need to understand that EQ is not the opposite of IQ. IQ is a measure of a person’s intelligence as indicated by an intelligence test. EQ shapes our interaction with others and our understanding of ourselves. So did you see the vast difference between IQ and EQ?

I will now talk about the five ‘domains’ on which EQ is heavily depended which I mentioned in before.

Self-awareness is a major component determining one’s EQ because it only by understands our feelings, motivations and triggers that we are able to regulate our own behavior and decide the best course of action in any given situation. While self-awareness means you know your emotions, self-regulation means you are able to master them. Self regulation involves self control, managing negative impulses. There are few useful self regulation methods like going for a short walk, looking at a situation in a more positive way and meditation would be few simple ways to boost your self control.

Another component determining EQ is empathy, which is the capability to share and understand another’s emotion and feelings. If we say that someone cannot relate to other people , it simply means that the person has never been in such condition and has never experienced such feelings, hence difficult for him to show empathy towards the person who has actually gone through those experiences and feelings.

Next is the million dollar word – ‘Motivation’! Well motivation is something we need all our lives no matter how old we get. It is the main ingredient for any success we oath to achieve. EQ is correlated to motivation. It is not necessary that a person having high EQ will get motivated faster than a person having low EQ. In fact what can be said is that a person having high EQ might get motivated by a number of things than the person having low EQ.

Well now let me quickly bring into light our next and last EQ component -Social skills. It can be defined as the set of skills people use to interact and communicate with one another. If you go for an interview what will matter more than IQ is your EQ. Developing good social skills is tantamount to success in personal and professional life. Displaying poor social skills is likely to get one rejected by others. So in order to build a good rapport among the people whom you care to think about then mind your social skills.

So now I hope you’ll have got a clear idea about EQ. EQ is I would say one step ahead of IQ for IQ will make you pass school but EQ will make you pass the exam of life! Look at the quote it says exactly what I mean.

“All learning has an emotional base.” —Plato

Researchers have found that even more than IQ, your emotional awareness and abilities to handle feelings will determine your success and happiness in all walks of life, including family relationships. IQ tests are becoming such a trend in today’s world so I am sure after reading this article you’ll must be wanting to try your hand in testing your emotional intelligence (EQ) which after all is so essential ingredient in cooking success. Right?

The author is an editor with IQTestExperts.com

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