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Description
Smaragd Kette Button 5 mm facettiertLnge ca. 43 cm Steingre ca. 5 mm Karabinerverschluss aus 925 Sterling Silber Diese auergewhnliche Smaragd Kette zeigt die ganze Farbpalette des Smaragds in einem einzigen Schmuckstck von tiefem Blaugrn ber leuchtendes Grasgrn bis zu zartem Gelbgrn. Die fein facettierten Button Steine von ca. 5 mm fangen das Licht auf vielfltige Weise ein und lassen das natrliche Farbenspiel des Smaragds in seiner ganzen Pracht erstrahlen. Jeder Stein ist ein Unikat,
Länge ca. 43 cm · Steingröße ca. 5 mm · Karabinerverschluss aus 925 Sterling Silber
Diese außergewöhnliche Smaragd-Kette zeigt die ganze Farbpalette des Smaragds in einem einzigen Schmuckstück – von tiefem Blaugrün über leuchtendes Grasgrün bis zu zartem Gelbgrün. Die fein facettierten Button-Steine von ca. 5 mm fangen das Licht auf vielfältige Weise ein und lassen das natürliche Farbenspiel des Smaragds in seiner ganzen Pracht erstrahlen. Jeder Stein ist ein Unikat, durchzogen von den typischen natürlichen Einschlüssen – dem sogenannten „Jardin“ (Garten) – die seine Echtheit und Natürlichkeit bezeugen. Eine Kette von seltener Kostbarkeit, die Gesundheit, Hoffnung und ewige Jugend in sich trägt.
Mineralogische Eigenschaften
Smaragd ist die dunkel- bis hellgrüne Varietät des Minerals Beryll (Be₃Al₂Si₆O₁₈) und gehört damit zur selben Mineralfamilie wie Aquamarin (blau) und Morganit (rosa). Seine charakteristische grüne Farbe – von tiefem Blaugrün bis zu leuchtendem Gelbgrün – entsteht durch geringe Beimengungen von Chrom und Vanadium im Kristallgitter. Die Mohshärte liegt bei 7,5 bis 8. Smaragd kristallisiert im hexagonalen System und zeigt einen lebhaften Glasglanz. Typisch für Smaragde sind natürliche Einschlüsse und Risse – der sogenannte „Jardin“ (Garten) – die ihn von synthetischen Steinen unterscheiden und seine Natürlichkeit bezeugen. Smaragd gehört zu den teuersten und begehrtesten Edelsteinen der Welt. Die wichtigsten Fundorte sind Kolumbien (Muzo, Chivor), Sambia, Brasilien, Simbabwe und Ägypten.
Heilwirkung & energetische Eigenschaften
Smaragd gilt in der Steinheilkunde wie kein anderer Stein für Gesundheit, ewige Jugend und Herzöffnung. Bereits die alten Ägypter verehrten ihn als magischen Stein, und Hildegard von Bingen beschrieb seine heilende Wirkung bei Kopfschmerzen, Schmerzen und Epilepsie. Ihm werden folgende Wirkungen zugeschrieben:
- steht wie kein anderer Stein für Gesundheit und ewige Jugend
- kräftigt das Herz und unterstützt das Herz-Kreislauf-System
- wirkt ausbalancierend, nervenstärkend und harmonisierend
- schenkt Gelassenheit, Lebensfreude und Hoffnung – auch in dunklen Stunden
- steht für Harmonie, Ausgleich und Gerechtigkeit
- symbolisiert Hoffnung, Fülle und Wachstum im Leben
- wurde von Hildegard von Bingen traditionell bei Kopfschmerzen, Schmerzen und Epilepsie eingesetzt
In der Chakrenlehre wird Smaragd dem Herzchakra zugeordnet – er öffnet dein Herz für Liebe, Mitgefühl und tiefe Verbundenheit mit dem Leben. Die facettierte Verarbeitung der 5 mm Button-Steine lässt das Licht besonders lebendig im Stein tanzen und macht diese Kette zu einem Schmuckstück, das man spürt – nicht nur sieht.
Pflege & Hinweis
Reinige deine Kette mit einem weichen, leicht feuchten Tuch. Vermeide den Kontakt mit Chemikalien, Parfüm und Ultraschall sowie starke Temperaturschwankungen. Smaragde sind aufgrund ihrer natürlichen Einschlüsse empfindlicher als andere Edelsteine und sollten vor Stößen geschützt werden. Angaben zur Heilwirkung basieren auf der Überlieferung der Steinheilkunde und ersetzen keine medizinische Behandlung.
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4.3 ★★★★★
Based on 24 reviews
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Product Reviews
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution.
My favorite #quotes from this book:
"Good ideas with great execution are how you make magic." @Larry Page
"Ideas are easy. Execution is everything."
"I view this year's failure as next year's opportunity to try it again." @Gordon Moore
"Specific hard goals produce a higher level of output than vaguely worded ones."
"Set goals from bottom up."
"Dare to fail."
"... four OKR superpowers: focus, alignment, tracking, and stretching."
"Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove
"When you are tired of saying it, people are starting to hear it." Jeff Weiner
"Done is better than perfect." Sheryl Sandberg
"... if we try to focus on everything, we focus on nothing."
"Growth costs money."
"... you can only do one big thing at a time really well, and so you better know what that one is."
"Doing too much too soon will definitely end in pain."
"To inspire true commitment, leaders must practice what they teach"
"Transparency seeds collaboration."
"Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there."
"... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible."
"If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page
"Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in."
"Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg
"Feedback can be highly constructive- but only if it is specific."
"Continuous recognition is a powerful driver of engagement."
"... a really good company values different opinions."
"... behavior defines a company more meaningfully than product lines or market share."
"Vision-based leadership beats command-and-control."
"People watch what you do more than what you say."
"Time is the enemy of transformation."
"... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast."
"Goal setting is more art than science."
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Reviewed in the United States on September 20, 2018
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
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Reviewed in the United States on March 10, 2026
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting.
Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats.
As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book.
Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions.
All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
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Reviewed in the United States on April 30, 2018
★★★★★ 4
... Doerr began his career under the tutelage of the great Andy Grove
Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel.
In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’”
Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool.
John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.”
OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need.
Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not.
When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’.
Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung.
The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required.
Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%.
The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think.
In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon.
The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR.
When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result.
The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.”
Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones.
The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes.
Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities!
“There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top.
If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues.
My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it.
Readability Light --+-- Serious
Insights High ---+- Low
Practical High +---- Low
*Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’
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Reviewed in the United States on July 27, 2018
★★★★★ 5
An incredible book that will change your perspective on life.
Format: Paperback
For a long time, I have been reading the works of great poets such as Rumi and Hafez with little knowledge of other poets of the past. However, with confidence, I can say that Kalil Gibran fits into the group of the greatest poets of all time for his wonderous style of writing that invites you into his literary magic. This book guides you along lessons that cover every aspect of life- marriage, children, friendship, etc. The lessons in this book will change your view on life's greatest challenges. Even after you finish the book, you can always come back and review a chapter that you would like to refresh on. Overall, this book is great for anyone who loves poetry and can decipher old English to uncover the beautiful message that Gibran offers to his readers.
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Reviewed in the United States on January 11, 2024