Why carrots split

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Reduce heat; place a lid on the pot slightly ajar to allow some evaporation. Simmer, stirring occasionally, until peas are tender and soup is thick, about 3 hours. Adjust thickness of soup by adding a little water to thin or remove broth with a spoon for a thicker soup. I sometimes use an immersion blender for a quick second to blend the soup, making sure to leave some chunky peas, carrots, celery, and ham.

All Rights Reserved. Rating: 4. Read Reviews Add Review. Save Pin Print Share. Recipe Summary test prep:. Nutrition Info. Ingredients Decrease Serving The ingredient list now reflects the servings specified. Add all ingredients to shopping list View your list. Remove ham bone from soup; strip meat from ham bone, chop meat, and return it to the pot.

I Made It Print. Cook's Note: You can substitute 2 smoked pork hocks or 1 small ham shank for the leftover ham bone. Full Nutrition. Reviews Read More Reviews. Most helpful positive review Karen Riches. Rating: 4 stars. Is similar to the old stand by from my long dead grandmother. I usually add some garlic, bay leaf, and a bit of oregano.

If the peas are old, you ay need to put pot back on and cook a little longer, but as pot is hot, it wont take long to return to pressure. All in all, however you make it, nothing beats split pea soup on a cold Canadian winter's day. Read More. Most helpful critical review Mac Andrea. Rating: 3 stars. Omit the salt, that is way too much and ham is already very salty. People can add it in their own bowl if they want more. Obviously you need to leave the ham bone in during the entire cooking process or you will not have any substance or flavour to the stock.

I needed almost twice as much water to cover my ham bone, my ham was not that big so I'm not sure about the measurements for this recipe, be forewarned. I used 4 cups of yellow peas the entire bag. I took my ham bone out after 3 hours, removed what meat was left on it along with the large chunks of ham that had already fallen off. I removed excess fat and roughly chopped and shredded the ham and then returned it to the pot and then added the carrots and let it simmer on low-medium for 45 additional minutes.

If you do what the recipe says and add the carrots at the beginning, you risk the soup burning and sticking to the pot because the sugar content in the carrots makes it more likely to stick and burn.

This area of the brain is responsible for all human behavior and all our decision making. We want to be around people and organizations who are like us and share our beliefs. They make us feel special like we belong to something bigger, and we feel a sense of tribe affiliation with all the others buying the same products. They ask for great quality, low price, hour service and lots of features. So all those focus groups and questionnaires are probably of little value. When we make gut decisions, the highest level of confidence we can offer is: the decision feels right, even if it flies in the face of all the facts and figures.

The goal of business should not be to do business with anyone who simply wants what you have. It should be to focus on the people who believe what you believe. Trust begins to emerge when we see that people and organizations are driven by reasons that go beyond the self-serving.

Aligning Why, How and What is a way to build that trust. Companies that act like commodity producers have a constant challenge to differentiate themselves from the competition. Take the example of Apple and Dell.

Apple makes computers. Apple also makes iPads and iPhones. Take the case of Creative versus Apple. Creative was far more capable of producing an mp3 player, and they were the first.

When employees belong, they will guarantee your success. Once that is established, only then should their skillset and experience be evaluated. Great companies do not hire skilled people and motivate them; they hire already motivated people and inspire them. Such employees are more productive and innovative, and the feeling they bring to work attracts other people eager to work there as well.

How do you differentiate between a fad and an idea that can change lives forever? Rogers pertains to the bell curve of product adoption. The curve outlines the percentage of the market who adopt your product, beginning with the Innovators 2. The ones who queued up for hours, or days outside an Apple store to buy the latest iPhone are all early adopters and belong to the left side of the curve.

The people on the far right instead are never content and never loyal. Energy motivates but charisma inspires. Energy is easy to see, measure and copy. Sinek cites the example of Bill Gates and Steve Ballmer.

Steve Ballmer was energetic. Bill Gates, in spite of being shy and awkward, is charismatic. When Steve Ballmer speaks people are energized, but that tends to dissipate quickly. When Bill Gates speaks people listen with bated breath. They remember those lessons for weeks, months or even years. When a company is small, a founder has plenty of direct contact with the outside world. The leader is the inspiration, the symbol of the reason we do what we do.

They represent the emotional limbic brain. What the company says and does represent the rational thought and language of the neocortex.