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McGowan, Chris Shipley":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Colleen Stanley":1,"#135 Results found for <span ljsid-1=\"\">\"new skill empathy\"</span>":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Simon Sinek":1,"#<span ljsid-1=\"\">2</span> of <span ljsid-3=\"\">414</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">414</span>":1,"#ISBN: 978-1-64782-561-4":1,"#<em ljsid-0=\"\">Recognizing your own story</em>. Reflect on your life and all the challenges you’ve faced and overcome. Examine how you see yourself in these circumstances. Draw on your values and strengths to...":1,"#You are currently logged in as creinaotavo@ebsco.com":1,"#No Results found for <span ljsid-1=\"\">\"Increasing Customer Focus\"</span>":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> David C. Edelman, Mark Abraham":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Curtis R. Carlson":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> BILL SPRINGER":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> David W. Russell, Martin Foster":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Jean-Louis Barsoux, Michael Wade, Cyril Bouquet":1,"#Most companies struggle to capture the enormous potential of their data. Typically, they launch massive programs that try to meet the needs of every data end user or have individual application-development teams set up customized data pipelines that can’t easily be repurposed. Firms instead need to figure out how to craft data strategies that deliver value in the near term and at the same time lay the foundations for future data use. Successful companies do this by treating data like a commercial product. 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The customer data product at one large bank, for instance, has nearly 60 use cases, and those applications generate $60 million in incremental revenue and eliminate $40 mil- lion in losses annually":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Kayvaun Rowshankish, Veeral Desai, Tim Fountaine":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Jose Cayasso":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Mark J. Greeven, Katherine Xin, George S. Yip":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Joe Calloway":1,"#45 Results found for <span ljsid-1=\"\">\"Increasing Customer Focus\"</span>":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> CAROL MORRISON":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Rob Markey":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Steve Macaulay, Sarah Cook":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Boyd Farrow, Avani Patel":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Mat Wylie":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Logan Wedgwood":1,"#Source: AMA Quarterly":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Gunter Eberling":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Frederico Cox":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Joris Zwegers, Nan Petrella, Ivy Li":1,"#385 Results found for <span ljsid-1=\"\">\"Increasing Customer Focus\"</span>":1,"#506 Results found for <span ljsid-1=\"\">\"Liderazgo \"</span>":1,"#December 30, 2025":1,"#Today 11:44 PM":1,"#Recently Viewed (71)":1,"#Clicking this link will redirect to relevant products for the Speaker Todd Cherches.":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Lisa Bodell":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Jennifer B. Kahnweiler":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Waldo Waldman":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Elizabeth McCourt":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Joel Schwartzberg":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Sandra Davis":1,"#Select Instructions at any time for information on how to navigate and use the Microlesson.":1,"#Select Finish Later to save your progress and exit the Microlesson. You can come back and finish it at any time.":1,"#Select Previous or Next to move backwards and forwards in the Microlesson.":1,"#How to Navigate the Microlesson":1,"#How to Start the Microlesson":1,"#The article briefly reports on a study titled \"Lower Artificial Intelligence Literacy Predicts Greater AI Receptivity\" by Stephanie M. Tully, Chiara Longoni, and Gill Appel, which was published in a 2025 issue of the \"Journal of Marketing.\"":1,"#Who Embraces AI?":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Devasheesh P. Bhave, Angela Geffre, Cheah Sin Mei, Chris Yeh":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Phil Le-Brun, Jana Werner":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Elham Arabi":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Laura Stack":1,"#Frankly, it doesn't...":1,"#by Jo Copeland":1,"#Clicking this link will redirect to relevant products for the Author Jo Copeland.":1,"#why-paying-fair-pays-off":1,"#185 Results found for <span ljsid-1=\"\">\"Management Skills\"</span>":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Ciarán McArdle":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Mary Olson-Menzel":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Caren Kenney, Dr. Jim Loehr <span ljsid-4=\"\">|</span> Leader":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Alain Hunkins <span ljsid-4=\"\">|</span> Liderazgo":1,"#<span ljsid-0=\"\">Learning Path</span> <span ljsid-2=\"\">|</span> Taking Action":1,"#Liked (14)":1,"#Recently Viewed (62)":1,"#Recently Viewed <span ljsid-2=\"\">(62)</span>":1,"#The knowing-doing gap applies to both people and to companies. The knowing-doing gap is: We know what to do, but we often don't do it. At the personal level, we know what we ought to eat, and we know we ought to exercise, but we don't do it. At the company level, we may know, inside an organization we have lots of experience, lots of wisdom, lots of understanding of what we ought to be doing; we understand we may be needing to invest in employee training, but we don't do it; we may know we need to spend more...":1,"#Today 6:30 PM":1,"#descripcion":1,"#December 29, 2025":1,"#Note Deleted Successfully":1,"#Today 6:24 PM":1,"#Bookmark Removed successfully":1,"#Close Bookmark":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> ABBIE REYNOLDS":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Heather R. Younger":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Adele Gambardella, Chip Massey":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Dave Molenda":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> David Benzel":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Colin M. Fisher, Jeffrey Yip":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Sascha Haselmayer":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Mike Esterday, Derek Roberts":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Robert Biswas-Diener, Christian Van Nieuwerburg":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Michael Yeomans, Hanne K. Collins, Julia A. Minson":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Kim Kavin":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Stella Grizont":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Videhi Bhamidi, Kasper Spiro":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Philip Kotler, Giuseppe Stigliano":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Jazmin Webster":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Sir John Whitmore, Tiffany Gaskell":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Dr. Louise Mahler":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Alison Fragale, PhD":1,"#by Carol S. Dweck":1,"#mindset-review":1,"#Dweck believes your mindset has a profound effect on...":1,"#ISBN: 978-1-4000-6275-1":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Jazmin Webster":1,"#Reawaken Onboarding":1,"#Sir John Whitmore, Tiffany Gaskell":1,"#Dr. Louise Mahler":1,"#Alison Fragale, PhD":1,"#Adapted by permission of <a ljsid-1=\"\">John Wiley & Sons, Inc.</a>":1,"#Accelerate your learning journey and unlock full access to this video and more":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> David Swanson, Jenny Dearborn":1,"#Onboarding assistance and customer success resources for smooth implementation":1,"#Seamless integration with your systems— Single Sign-On, LMS integration, and robust reporting":1,"#Everything in monthly and annual plans, plus enterprise exclusives":1,"#Same great access—enjoy the exact same content as the monthly plan (book summaries, videos, and learning paths)":1,"#Annual subscription saves you $80/year — 45% less than the monthly plan":1,"#$99.00 after your 7-day free trial":1,"#New content added regularly, so your learning never stops!":1,"#Unlimited access to curated book summaries, videos, and guided learning paths designed for real-world skill building":1,"#$14.95 per month after your 7-day free trial":1,"#$0 today":1,"#Professional growth just got easier. Explore Accel’s redesigned platform and smart new features—built to support your learning journey.":1,"#A recent study on first-time negotiations found that mutual skepticism can foster more successful outcomes than high trust. In an experiment involving 160 MBA students paired as job recruiters and candidates, low-trust pairs achieved up to 15% higher joint gains than others, likely due to more rigorous questioning and fewer assumptions. The findings suggest that while trust may be vital in long-term partnerships, shared caution can enhance value creation in initial business negotiations.":1,"#Low Trust in Negotiations Can Lead to High Gains":1,"#Companies eager to adopt generative AI often launch numerous pilots across departments, chasing quick wins and marginal efficiencies. But a scattershot approach won't deliver transformative impact. The global consumer packaged goods company Reckitt took a different approach. It chose to go deep in one domain—marketing—where gen AI could be applied across interconnected tasks like insight generation, content creation, and product development. The lesson? To unlock gen AI's full potential, organizations should resist the urge to experiment broadly and instead go deep and narrow—concentrating efforts where scale and synergy can drive meaningful change. They should begin by selecting a single strategic domain where gen AI can be applied across interconnected tasks. They should then build on existing strengths—such as data assets or technical capabilities—to scale AI adoption meaningfully. By rethinking core processes within that domain and aligning teams around transformation rather than experimentation, companies can unlock deeper insights, accelerate innovation, and achieve measurable impact.":1,"#Mahwesh Khan, Goutam Challagalla, Fabrice Beaulieu":1,"#Stop Running So Many AI Pilots":1,"#Leadership theory suggests CEOs should focus on high-level issues such as strategy and resource allocation. These authors challenge this conventional wisdom by spotlighting CEOs who dive deep into day-to-day execution rather than hovering at the strategic level. By exploring best practices at Amazon, Danaher, RELX, and Toyota, they argue that top-performing companies thrive because of leaders who actively shape how work gets done. These CEOs—Jeff Bezos, Larry Culp, Erik Engstrom, and Eiji Toyoda—have rejected the hands-off model in favor of modeling behaviors and teaching frontline teams. Their approach isn't micromanagement; it's a disciplined, system-building style that fosters autonomy, clarity, and continuous improvement. The authors distill five principles that define this leadership: obsessing over customer-value metrics, designing work processes, making decisions through experimentation, teaching tool kits, and embedding a culture of relentless improvement. This article illustrates how the CEO role can be redefined in a way that makes depth, presence, and operational fluency become sources of enduring competitive advantage.":1,"#Nitin Nohria, Scott Cook":1,"#The Surprising Success of Hands-On Leaders":1,"#The article presents an interview with Esther Duflo, a professor at Massachusetts Institute of Technology and recipient of the 2019 Nobel Prize in Economics. Topics discussed include her decision to become an economist, scientific experimentation in economics, and how she balances family life and career.":1,"#Advocate Health, formed by the merger of two major health systems, aims to redefine patient care by leveraging its scale of 69 hospitals and 1,000 other sites to partner with academic institutions and leading businesses. Key initiatives include the use of AI tools such as Microsoft's DAX Copilot to make it easier for doctors and nurses to do their jobs; the creation of The Pearl, an innovation district in Charlotte, North Carolina, that brings together med-tech pioneers including IRCAD, Siemens, and others; and the launch of the National Center for Clinical Trials (NCCT) to streamline research and access to cutting-edge treatments. To accomplish all this, Advocate starts with a strong foundation, including its inspiring purpose, open culture, and solid infrastructure. The organization also encourages a mindset of curiosity and optimism. It co-creates with external experts and strategic partners—but only those that have aligned values and a shared vision for healthcare's future, including serving the most vulnerable. Finally, it leverages its size not just operationally but strategically to create platforms for rapid experimentation and decision-making.":1,"#Eugene A. Woods":1,"#The CEO of Advocate Health on Fostering Innovation Through Partnerships":1,"#A recent study on innovation strategy highlights the importance of aligning innovation or imitation decisions with industry maturity. In nascent industries, firms benefit most from bold innovation that allows them to define new markets and establish leadership. By contrast, in mature, crowded industries, sequential imitation of nearby competitors—rather than distant leaders—proves more effective, enabling firms to build capabilities sustainably without overextending resources.":1,"#Should Your Company Innovate or Imitate?":1,"#Life's Work: An Interview with Esther Duflo":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Brené Brown":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Andrew Harrison":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Elizabeth Bieniek":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Elena Grotto, Felicia Joy":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Matt Chanoff, Mark Wegman, Merrick Furst, Daniel Sabbah":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> K.K. Hart":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Zindel Segal, Norman Farb":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Lisa Jenkins Brown":1,"#My Bookmar... (3)":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Fred A. Miller, Judith H. Katz":1,"#Source: Fireside":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Colleen Stanley":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jeff Feldman, Karl Mulle":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Daniel Goleman":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Jamil Zaki":1,"#New Urban Crisis":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Susan Kahn":1,"#by Colleen Stanley":1,"#Recently Viewed (63)":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Tasha Eurich":1,"#Manejo del tiempo":1,"#September 10, 2025":1,"#by VANESSA FLUDD":1,"#Clicking this link will redirect to relevant products for the Author VANESSA FLUDD.":1,"#performance-management-for-managers":1,"#The study, which...":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kellie Capote, Nick Mehta":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jay R. Galbraith":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Bernard Marr":1,"#Listening<span ljsid-1=\"\">, </span>":1,"#Recently Viewed (54)":1,"#Recently Viewed <span ljsid-2=\"\">(51)</span>":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> David Nour":1,"#Notepad successfully deleted":1,"#Previous button enabled":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Alan Robinson":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Tim Mousseau":1,"#Recently Viewed (48)":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Todd Cherches</a> </strong>is the CEO and cofounder of BigBlueGumball, a NYC-based management consulting firm specializing in leadership development and executive coaching. A pioneering thought leader in the field of visual leadership and visual coaching, he is a member of Marshall Goldsmith’s “MG 100 Coaches,” a three-time award-winning adjunct professor of leadership at NYU, a lecturer on leadership at Columbia University, a TEDx speaker, and the author of the groundbreaking book, \"VisuaLeadership: Leveraging the Power of Visual Thinking in Leadership and in Life\" (Post Hill Press/Simon & Schuster, 2020).":1,"#By André Spicer":1,"#I’m diligent. I don’t quit.":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Joel Schwartzberg":1,"#Recently Viewed <span ljsid-2=\"\">(71)</span>":1,"#<span ljsid-0=\"\">Webinar</span> <span ljsid-2=\"\">|</span> Alisa Cohn":1,"#95% of high performers struggle with Imposter Syndrome - the feeling that you'll be found out as a fraud. But what if you could embrace the feelings of self-doubt and use this energy to power you forward to even more heights? In this dynamic session, Alisa Cohn - top executive coach and author of From Start-up to Grown-up - will help you embrace your inner gremlin, understand its benefits, and tap into the power of your negative voices. She'll give you very practical strategies to help you build your inner confidence when you approach difficult things, and how to catalyze...":1,"#by Todd Cherches":1,"#Select a topic from the menu on the left to begin.":1,"#Microcourse Instruction":1,"#Innovation is all about finding and filling people’s unmet needs. But even innovators and organizations renowned for their scanning capabilities often have trouble perceiving and correctly interpreting those needs. Drawing on their work as researchers, teachers, and consultants, the authors outline a four-part framework to help innovators diversify how and where they look. It involves two main strategies: improving your vision (seeing in greater detail) and challenging your vision (looking at people other than mainstream users). Within each you can adopt a narrow focus or take a wider view. You can zoom in on individual mainstream users and their everyday experiences (what the authors call a microscope strategy) or pull back to discover patterns in their aggregate behavior (a panorama strategy). Likewise, you can take a look at users outside your core (a telescope strategy) or seek a broader view of the patterns they exhibit as a group (a kaleidoscope strategy). For each of the framework’s four parts, the authors describe how digital technologies can augment more-traditional ways of looking. Used together, the approaches they present will enable entrepreneurs to look further afield and on a larger scale than ever before.":1,"#The Economist opened 2021 with a cover story headlined “Why Retailers Everywhere Should Look to China.” It’s not hard to see why. China is both a large and a fast-growing retail market—worth about $5 trillion in 2020—and highly digitized. And the pandemic has made digital every retailer’s strategic priority. The authors draw from their research on Chinese retailers to explain five lessons that Western companies can learn from China as they develop their own digital market offerings: 1. Create single entry points where customers can access all their potential purchases. 2. Embed digital evaluation in the customer journey. 3. Don’t think of sales as isolated events. 4. Rethink the logistical fundamentals. 5. Always stay close to the customer.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Elena Grotto</a> </strong><strong ljsid-1=\"\"></strong>is a faculty member at the University of Chicago Booth School of Business and an executive vice president and head of the Chicago business transformation practice at Edelman. She works with senior decision makers at Fortune 500 companies as they stabilize the workforce during periods of significant change. Grotto manages culture and change programs that impact all phases of the employee journey—from attraction and onboarding to leadership development and retention.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Felicia Joy</a> </strong><strong ljsid-1=\"\"></strong>is a faculty member at the University of Chicago Booth School of Business where she conducts research and teaches MBA courses. She’s also an executive vice president of business transformation and the US head of behavioral science at Edelman where she advises Fortune 500 CEOs and senior leaders on the repositioning, recovery, or evolution of their organizations. Her strategies have helped clients make measurable improvements in profitability, operations, and culture. Joy has also led highly acclaimed nonprofit work, like the mental health advocacy campaigns “Silence Isn’t Treatment” and “Unspoken Curriculum,” for Taraji P. Henson’s Boris Lawrence Henson Foundation.":1,"#<em ljsid-0=\"\"> Executives believe they must focus on operational change only to demonstrate organizational values</em>. Although operational change is essential, remaining silent on an issue can be perceived as saying something as well. Consider adding one line at the end of a communication to acknowledge the issue and note that there might be disagreement.":1,"#<em ljsid-0=\"\"> Financial professionals claim lack of time to conduct personal conversations</em>. Data suggests that managing workplace culture is a wise use of time. Ask your team about their preferences rather than relying on assumptions.":1,"#by Elena Grotto, Felicia Joy":1,"#<em ljsid-0=\"\"> HR officers fear lawsuits will hamper culture plans</em>. Risk mitigation will always be a vital part of HR, yet there may be an opportunity to learn by watching others instead of scrutinizing and attempting to adhere to strict manual policies and training.":1,"#Healthy debate is necessary to meet the new workplace challenges, and counterpoints must be acknowledged. Consider the following notable counterpoints and how they might be addressed:":1,"#Notable Counterpoints to Consider":1,"#In addition, remember that culture isn’t one-size-fits-all. People shouldn’t be villainized for having a nuanced perspective. Summon the will to move on when you’re mad at someone or something. Understand that the messages that come from leaders are noticed and can set the tone for normative behaviors.":1,"#You can adjust your management style accordingly as you continue to practice the seven necessary skills. Start by defining, talking about, and acting on the concept of flexibility, viewing the time you spend listening as a vital use of your time, and building a solid relationship with those who have a finger on the pulse of what’s needed culturally in your organization.":1,"#The Consummate Business Leaders":1,"#As role models, it’s essential to turn to several faith-based practitioners and nonprofit leaders who are currently trained in and practicing this new managerial skill set. Best practices include viewing listening as a passive activity, deflecting the impulse to rush into a decision, and humanizing others. In addition, today’s best managers understand the difference between orchestrating a conversation and scripting one, can listen and form a hypothesis of best intentions behind words, and can represent others by having enough information, knowing the limitations of information, and avoiding generalizations.":1,"#The Consummate Community Leaders":1,"#Part IV: Learning from Leaders in Action":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> H</strong></em><em ljsid-1=\"\">old on </em> to forgiveness.":1,"#The New Purpose of Workplace Culture":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> C</strong></em><em ljsid-1=\"\">ommit </em> to forgiveness.":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> A</strong></em><em ljsid-1=\"\">ltruism </em> is a gift.":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> E</strong></em><em ljsid-1=\"\">mpathize </em> with the other person.":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> R</strong></em><em ljsid-1=\"\">ecall </em> the hurt.":1,"#Given today’s diverse workforce, it’s important to practice the act of forgiveness. You can model and teach your teams how to forgive by following the <em ljsid-1=\"\"> REACH </em> approach:":1,"#To build and maintain an effective culture at work, you must learn how to persuade others by adopting a calculated influence strategy. When you’re likeable and like others, you create a positive feeling for all parties that makes everyone want to work together. Start by anchoring any culture-based request, plan, or strategy back to the business data, then point out how this action will advance your stated organizational values or mission. To achieve the best solutions, resist the pitfall of avoiding compromise, avoid the hard-charging “this must be done now or else” approach, and be sure to communicate that you’re reasonable.":1,"#The Art of Persuasion and How to Forgive":1,"#Build your belief.":1,"#Accept and account for your limitations.":1,"#Align on team values.":1,"#Understand what’s most important to each team member.":1,"#As a manager, you act as a trustee and must represent your team responsibly and well. Embrace the following four key actions to responsibly represent your colleagues:":1,"#When you must make a difficult organizational decision, articulate your values as a leader and define the values of your team. Your decision-making framework may take either a qualitative or quantitative approach or be better suited by using a “culture issues scorecard” to help you get close to a decision regarding a complex matter.":1,"#Decision Architecture and Responsibly Representing Others":1,"#Give honest and frequent feedback.":1,"#Create empathy-inducing environments.":1,"#Get to know each person on your team.":1,"#Consider empathy as a leading managerial characteristic and start framing it as a strength in your organization. Embrace an empathy mindset and explore the following best practices to ensure your colleagues know and feel cared for when they face a challenge:":1,"#The Nuts and Bolts of Empathy":1,"#The pretender.":1,"#Clicking this link will redirect to relevant products for the Authors Felicia Joy.":1,"#The answer man.":1,"#The perseverator.":1,"#The preamble.":1,"#The grouch.":1,"#The opinionator.":1,"#Note that attention and intention are critical to good listening. Be sure to avoid the following six listening archetype pitfalls:":1,"#Ask yourself whether you’re an analytical, relational, critical, or task-focused listener and scale your conversational approach accordingly. Pay attention when you’re supposed to be listening and sit in a chair that doesn’t allow you to get distracted. Put your phone down, look your conversation partner in the eye, repeat back what you heard them say, and practice the discipline of refocusing if you become distracted.":1,"#The Mechanics of Listening":1,"#Commit to action.":1,"#Explore the question.":1,"#Felicia Joy":1,"#Clarify the topic.":1,"#Practice and build trust with low-stakes issues before you tackle more emotionally charged situations, and engage in effective conversations by using the following framework:":1,"#To be an effective manager, you must pay attention to communication, particularly when it comes to being responsive to the needs and expectations of the workplace for today’s whole human worker. This requires you to shift from clarity and compliance communication issues to solving identity and values communication issues that include acknowledging the impact of tension, allowing time and space for people to process, and noting that management will need to rescope the problem to something that can be solved, acted upon, or accepted.":1,"#The Design of Valuable Communication":1,"#Part III: Workplace Culture Skills":1,"#It’s imperative, therefore, to be—or hire—a <em ljsid-1=\"\"> people manager </em> who can not only understand the components of business, but manage teams and keep work productive, fulfilling, inspiring, and engaging, all while allowing a diverse group of employees to express their true selves and beliefs. In addition, today’s managers must want the job of shepherding, developing, and coaching people, and must be willing to invest time into sharpening the skills required to best understand and care about all people as whole humans.":1,"#The problems of the 21<sup ljsid-1=\"\">st</sup> century can best be solved when organizations and governments collaborate, cooperate, and recognize that the purpose of corporations is no longer to maximize shareholder value but to maximize stakeholder value. Power that was previously enshrined at the top must be distributed throughout organizations where members can come together and learn new ideas, meet new people, and expand their minds.":1,"#A New Angle to Finding Personal Purpose at Work":1,"#No longer are you allowed to claim “that’s not my job” when confronted with a task outside your specific job description. The role of guiding workplace conversations and building culture isn’t confined to human resources (HR) any longer, but runs up, down, and across your organizational chart. Whether you’re part of a start-up or a mature, established organization, it’s important to note that culture work is scalable, belongs to all of us, and is required regardless of the seniority of your role or the level of buy-in across your organization.":1},"version":197546}]