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He’s a serial entrepreneur, expert salesperson, bestselling author, and award-winning team builder. After hiring more than 1,000 people, building a company worth more than $100,000,000, and winning countless top employer awards like “Top Places to Work,” “#1 Tech Company of The Year,” and “Linked-In’s Top 10 Startups,” Bornancin knows the ins and outs of leadership from managerial, entrepreneurial, and employee perspectives. With all this experience, Bornancin has discovered the dos and don’ts of leading teams, scaling companies, and helping employees maximize their potential through the good times and the bad.":1,"#Speak what you and your employees want into existence.":1,"#Focus your attention on high-potential employees. Create an upward path for every role. Teach employees how to move up. Promote quickly. Use intentional praise. Find a leadership progress partner. Remember, you’re never too important, and you’re always in control.":1,"#Make being a coach your obsession. Facilitate empowering coaching sessions. Apply data to personalized coaching. Encourage your team to think and act like CEOs. Discover what motivates them. Encourage their passion. Give immediate feedback. Help employees reflect and strategize monthly. Fuel growth through meaningful annual reviews.":1,"#Unlock employees’ potential and encourage them to invest in themselves. Lead with purpose, not desire. Coach your managers to lead. Identify leadership potential through leadership abilities, performance history, and company culture fit.":1,"#Developing Future Leaders, Coaching, and Succession Planning":1,"#Break rules for better solutions. Make the best use of your time. Never feel entitled. Find strength in admitting your weaknesses. Observe what people do rather than what they say. Bring value to your team to be valued for yourself. Always work as hard as your team members. Encourage others’ development. Surround yourself with talent. Be the leader you’ve dreamed of having.":1,"#Tailor one-on-ones to individuals. Excite your people about your company. Invest resources in employee success. Overcome your insecurities and believe in your competence. Inspire your team to dream. Adopt an abundance mindset. Create a tribe with other leaders.":1,"#View differences between individuals as assets. You’re at the top of your game when you’re inspiring others. Protect your reputation; it’s everything. Make it clear to your team that unlocking their potential is your first leadership goal. Champion individual incentive. Always have time for team members. Find out what your team needs and help them.":1,"#Leading Diverse Teams and Fostering Continuous Learning":1,"#Empathize with your manager’s position. Be honest, not rude. Embrace your uniqueness. Invest your attention in every meeting. Excel at emotional intelligence. Never degrade your employees. Show and tell your team you’re proud of them.":1,"#Use both data and your intuition. Champion your employees’ natural talents. Practice and coach resilient mental health. Appreciate and support your employees. Foster work-life balance. Become a leader employees would choose. Give your employees the care you’d give your family. Build relationships through shared experiences. Stand up for your employees.":1,"#Learn more by asking open-ended questions. Don’t settle for the status quo. Learn your employees’ communication preferences. Care about what’s right, not who’s right. Demonstrate compassion through your behavior. Adopt a continuous learning mindset.":1,"#Make becoming the best leader your ultimate goal. Make helping your team succeed your first priority. Focus on maximizing your strengths. Only bad leaders want to be called “boss.” Be authentically yourself.":1,"#The Human Element, Emotional Intelligence, and Soft Skills":1,"#Part IV: The Secrets to Developing the Next Generation of Leaders":1,"#Pay attention to feedback patterns. Lead through challenges with empathy. Always take 100 percent responsibility. Teach that failure is learning. Motivate your team when they’re stuck. Remind your team that they’re unstoppable. Be relentlessly optimistic.":1,"#Avoid complacency. Don’t micromanage; trust your team. Disagree respectfully. Build character through adversity. Rise above criticism. Deliberate carefully before making change-driven decisions. Make decisions from a position of strength, not weakness. Welcome all ideas. Work alongside your team. Never stop asking questions.":1,"#Embrace the pain of leadership. There’s always room for improvement. Look to the future. Gain strength from change. Growth requires letting go. Coach employees who need direction; promote those who don’t. Become skilled at managing mediocrity. Motivate through positivity. Observe the subtext in conversations. Coach your team out of their weaknesses gently.":1,"#Leading Through Change, Uncertainty, and Tough Times":1,"#Measure performance, not time worked. Be a servant leader. Make your mistakes during practice. Coach continuous improvement. Persevere through resistance to change. Teach and learn from one another. Learn from every experience, good and bad. Stay positive and focus on moving forward.":1,"#Hold quick meetings daily where everyone shares. Rely on data. Avoid gossip and office politics. Lose your fear of failure. Unblock obstacles as they arise. Follow through 100 percent. Be inclusive to get results. Excite and energize others with your passion. Match your actions to your words. Give your people the freedom to create and innovate.":1,"#You can do whatever you set your mind to. Infuse your team with a sense of purpose. Happiness comes from pursuing your potential. Establish, work on, track, and achieve your goals. Ask for and embrace input. Create a psychologically safe space for others. Always ask for what you want. Praise early and often.":1,"#Empowerment, Trust, and Autonomy":1,"#Let consistent underperformers go. Don’t tolerate bad behaviors. Trade employees to create better fit. Recognize when you’re the problem and fix it. Be positive when under pressure. Be prepared to overcome resistance.":1,"#Be kind and patient when things go wrong. Share your own shortcomings. Craft a passion statement. Ask for open feedback regularly. Eliminate toxic employees immediately. Insist on accountability. Always expect the best from your employees. Overcome your fear of difficult conversations. Create performance improvement plans for every employee.":1,"#Do everything you can to keep your top people. Help your employees feel seen and heard. Listen when they share their issues. Be transparent but resist oversharing. Keep the spotlight on others. Invite them to share what’s on their minds. Don’t glorify overwork.":1,"#Listen actively to become an all-in leader. Share the context for decisions. Be impeccably clear about your expectations. Communication is your most important skill; master it. Communicate with clarity, purpose, and trust. Learn human psychology.":1,"#The Art of Communication, Transparency, and Active Listening":1,"#Part III: The Keys to Unlocking Your Team’s Potential":1,"#Devote energy to the solution, not the problem. Decide what you need to do today, each day. Go outside your comfort zone to grow. Believe in hard work, not luck. Be happy with what you have while you look forward to what you want.":1,"#Encourage leadership. Imitate top performers. Coach curiosity. Teach your employees to turn failures into comebacks. Fail forward. Foster tenacity. Minimize pressure on your team. Help your employees be coachable. Get comfortable with vulnerability. Solicit face-to-face feedback. Never say <em ljsid-1=\"\">can’t</em>; ask <em ljsid-3=\"\">how</em> instead.":1,"#Stay positive, no matter what. Do whatever it takes to succeed. Consistency drives success. Improve by one percent daily. Grow by overcoming challenges. Practice grit. Show up every day, do your work, and be positive. Know your own value. Embrace a beginner mindset and prepare for risk.":1,"#Thriving in Adversity with Resilience, Discipline, and Growth Mindset":1,"#Use your instincts to help your employees succeed faster. Work within the narrowest time limit possible. Focus on high-impact, low-effort tasks. Be selfless <em ljsid-1=\"\">and</em> self-protective. Leverage new employee insights. Champion hard work.":1,"#Fail fast and learn, then insist that employees act on what they’ve learned. Acquire and support the best trainers. Reinforce responsibility. Instruct through understanding. Focus on where you can make the greatest impact. Invest in your people’s success.":1,"#Prioritize projects for maximum success. Break big projects into small pieces. Complete pipeline deals before you prospect. Plan the next day the night before. Never stop coaching. Make all meetings effective meetings and keep them brief. Ask better questions to get better results.":1,"#Choose hires who are passionate about your organization. Make sure your team knows your company’s priorities. Map your team’s journey to success. Eliminate unimportant tasks and projects monthly. Focus on direction over speed. Teach your team to stay on task. Cut back on bureaucracy.":1,"#Prioritizing Tasks, Diagnosing Issues, and Taking Action":1,"#Encourage others to speak up. Allow autonomy in problem-solving. Trust and empower your people to tell the truth, make decisions, and act. Accelerate decisions for a competitive advantage. Learn from successful people.":1,"#View every decision as an investment or a loss. Encourage employee decision-making. Be decisive. Stop multitasking; do less to get more. Aspire to greatness and avoid drama. Review results daily. Alter decisions based on new data. Foster fun and reward performance generously.":1,"#Measure success by results. Don’t overthink decisions. Establish employee key performance indicators (KPIs) and set annual, quarterly, monthly, and daily goals. Use quarterly reviews to map the big picture. Build weekly employee updates into your process.":1,"#Know your <em ljsid-1=\"\">why</em>; it’s the foundation for everything you do. Develop discernment and read regularly. Train your employees to be leaders. Model integrity. Embrace mistakes as learning opportunities.":1,"#KPIs, Goal Setting, and Decision-Making":1,"#Part II: The Strategies for Building High-Performing Teams":1,"#Encourage friendships between coworkers and praise your people. Favor positive reinforcement.":1,"#Invite and reward employee ideas. Place people in their right roles. Encourage experimentation. Be your team’s greatest cheerleader, publicly. Give credit for wins and accept blame for losses.":1,"#Create a coaching conversation playbook. Perfect your expertise. Help your team maximize their performance. Ask your team for feedback. Solve problems to increase productivity.":1,"#Foster a continuous learning environment. Improve from mistakes. Focus on one area of improvement at a time. Deliver value relentlessly. Lean into consistent action. Achieve victory one step at a time. Stay curious. Measure success by how much you give.":1,"#Bring out the best in others. Build a culture based on employee wants and needs. Deliver balance and nurture creativity. Champion the behavior you want to see. Encourage perseverance. Do the difficult things until they become easy. Coach the benefits of working together.":1,"#Developing a High-Performance Culture":1,"#Don’t take it personally when someone quits. Hire people who are more talented than you. Mimic the energy, engagement, and excitement of a startup.":1,"#Hire people you can delegate to. Formalize mentorship. Have new team members shadow top employees. Share data on top performers’ achievements. Boost improvement with positive feedback. Connect senior managers with lower-level employees and standardize regular cross-functional check-ins.":1,"#Do new employee check-ins weekly in the first month. Design onboarding to highlight talent. Make employee-led one-on-ones a regular practice. Accelerate learning. Invest in the right training.":1,"#Create templates for hiring and onboarding. Look for talent constantly. Hire the best people you can find. Cross train to reduce turnover impact. Find talent who will enrich your culture. Fast track job changes.":1,"#Hire with the future in mind. Prospect for talent daily. Establish a standard hiring practice. Reveal top talent through behavioral interviews. Hire for initiative, intelligence, integrity, and a growth mindset. Focus on ability, not specific skills.":1,"#Building the Foundation for Great Hiring and Onboarding":1,"#Develop future leaders. Help your team members set and accomplish their goals. Be fully accountable and flexible. Lift your people up and unlock their passion and drive. Embrace change. Winning comes from bringing out the best in others. Everyone is inherently a leader.":1,"#Develop future leaders. Help your team members set and accomplish their...":1,"#Be tenacious and proactive. Earn your team’s respect by helping them succeed. Always balance risk and reward. Make the difficult decisions, then act. Celebrate with your team daily. Model and teach gratitude. Focus on the future. Lead for impact by serving, sharing, and inspiring others.":1,"#Work toward becoming a great leader every day. Drive your vision to excellence with clarity. Set expectations and fully support your team. Be the leader they want to work for. Give selflessly. Be available, approachable, and responsive.":1,"#Mission, Vision, and Accountability":1,"#Part I: The Principles for Going All-In":1,"#Everyone has the potential to lead. Become a better leader by helping others become leaders, too.":1,"#Great leadership comes through perseverance, transparency, trust, and lifting others up. Model great leadership to bring success to your company and your employees.":1,"#Make becoming the best leader you can be your top priority. There are hundreds of strategies you can use daily to maximize your leadership acumen.":1,"#To succeed at any endeavor, give it all your energy, time, and resources. Go all-in to become a better leader and a better person.":1,"#To be successful at anything, you must invest every bit of your energy, time, and resources. In <strong ljsid-1=\"\">The Power of Going All-In</strong>, entrepreneur and sales leader Brandon Bornancin shares hundreds of strategies for fully investing in your every endeavor so you can make your dreams a reality. Bornancin’s actionable guide provides a multitude of short, execution-ready insights, principles, and best practices you can employ daily to become the best leader you can be.":1,"#ISBN: 978-1-394-19618-0":1,"#©2024 by Brandon Bornancin":1,"#by Brandon Bornancin":1,"#Secrets for Success in Business, Leadership, and Life":1,"#Clicking this link will redirect to relevant products for the Author Brandon Bornancin.":1,"#no-business-ever-drives-itself":1,"#Copyright of NZ Business + Management is the property of Adrenalin Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.":1,"#Have you done enough to shore up the heart of your business before you start chasing new opportunities?":1,"#Our question to business founders is this:":1,"#Unfortunately, all too often we see founders take their focus elsewhere without that co-driver in place, resulting in the car stalling and eventually being sold for parts.":1,"#These people are hard to find and may not currently be in your business. Furthermore, even the right people will require a significant amount of the founder's time as well as adequate salary and rewards.":1,"#The exception to all of the above is if the founder has truly put a good co-driver in place, ready to step-up to the driver's position. This co-driver shares the vision, the discipline and the drive of the founder. They are truly across all areas of the business, exhibit the same values, have commercial acumen, as well as understand the industry and the environment in which it operates.":1,"#Even fewer businesses have the discipline to monitor them regularly, identify big picture opportunities and foresee issues before they become too problematic. All because our business founders have taken their focus away from the 'business that runs itself.'":1,"#In our experience, very few businesses have a matrix that captures key priorities, so that senior staff can stay on course while the boss is distracted on other things.":1,"#By now you might be starting to think, \"if I have great systems and processes in place, situations like these simply shouldn't happen.\"":1,"#FIND THE CO-DRIVER":1,"#It may be that key marketing initiatives are left unattended, cash is not being collected and an increase in staff turnover starts to emerge.":1,"#This could look like the loss of a key customer, missed deliveries or deadlines, invoices not being issued on time.":1,"#What we have observed is that in the beginning, when the founder steps away, little things may start to happen which at first do not seem to have a big impact. But over a relatively short period of time they do have a cumulative effect, resulting in the deterioration of the business as a whole, including the financial health, and impacting on the emotional wellbeing and health of the founder.":1,"#Furthermore, every founder business has its idiosyncrasies because it is as unique as the founder is. Without the founder there, hands firmly on the wheel, steering the car in the right direction with the right conditions, what we all too commonly find is that the beautiful bespoke sports car starts to stall.":1,"#They may think they are doing what is best for the business, but without being able to read the founder's mind, they might make decisions that could prove detrimental.":1,"#Staff in this analogy help with the build, running and maintenance of the car. They are great at supporting the founder in making sure the car is in its optimum condition. But without the founder there, they may make decisions that are inconsistent with the founder's vision.":1,"#To us, any founder business is like a bespoke sports car. The founder is the engineer who designed the car and, at first, is the best driver because they know the car best. They know the optimal conditions for the car, what parts need the most attention and where it should go.":1,"#As mentors and consultants, we often use metaphors and analogies to simplify complex managerial and strategic concepts.":1,"#The founder's vision, insight and leadership are still vital and absolutely required for the sustainability of their business.":1,"#Unfortunately, this is never the case.":1,"#On the surface, it can certainly appear to business owners that the place is ready to run itself. The staff know the systems, products and services. They're more than capable of keeping the home fires burning while the profits continue to roll in, seemingly without a hitch.":1,"#What's more, their attention is diverted away from core business, in the hope that their influence there is no longer required, freeing them up to hunt for 'the new and the exciting'.":1,"#It's not uncommon for business founders to use this part of their company as a 'cash cow' to fund fresh ventures and those shiny new things.":1,"#In essence, it's what the business was built on; it represents the true heart of the organisation.":1,"#In saying the 'better part' of their business, we're referring to its origins — the product or service the business was founded on; the most established part of the business, with the best systems and processes; the area that brings in the most cash and has the longest serving staff.":1,"#As business consultants and mentors, the most common thing we are told when we meet business owners for the first time, is that the better part of their business simply 'runs itself'. They would prefer to focus on developing the latest 'shiny new things' and they would like our help to do it.":1,"#by GALIA BARHAVA-MONTEITH, MARISA FONG":1,"#Any Founder Business Is Like a Bespoke Sports Car, Says Marisa Fong and Galia Barhava-Monteith. If the Founder's Focus Is Elsewhere, That Sports Car Can Stall":1,"#Clicking this link will redirect to relevant products for the Authors MARISA FONG.":1,"#MARISA FONG":1,"#Clicking this link will redirect to relevant products for the Authors GALIA BARHAVA-MONTEITH.":1,"#GALIA BARHAVA-MONTEITH":1,"#For more than 50 years, <a ljsid-1=\"\">Frederick A. Miller</a><strong ljsid-2=\"\"> </strong>and <a ljsid-4=\"\">Judith H. Katz</a><strong ljsid-5=\"\"> </strong>have been working individually and together on organization and cultural transformation. They started their business partnership in 1985 after Miller and Katz joined Kaleel Jamison Consulting Group. As CEO and Executive Vice President Emeritus, they’ve partnered with hundreds of Fortune 100 companies, universities, and nonprofit organizations to elevate the quality of interactions, leverage people’s differences, and transform workplaces into growth and learning environments. Their partnership is proof that teamwork and collaboration do create breakthroughs.":1,"#Internally, promotions should reward those that display personal agency and support the agency of others. Learning opportunities like feedback sessions, training sessions, and mentoring programs also help set the right culture in place. Ultimately, aligning HR systems with the prioritization of agency solidifies your transformation and allows your business to grow from a new foundation of trust and innovation.":1,"#Without support from HR, the culture the organization worked hard to transform will revert to its original state. Managers should work with HR professionals to update job descriptions, define agency as a performance expectation, and determine how new employees should be onboarded. Keep a consistent flow of agency-enabled employees in the organization by selecting for new hires that are willing to take initiative, speak up, and embrace authority.":1,"#Human Resource Systems and Management Practices":1,"#As your organization becomes more comfortable with individual agency, it’s important to slow down and analyze the effects of the transformation. By resisting the urge to accelerate, you can create a culture of continuous learning and identify new areas to improve. Mistakes across the organization will be made as team members grow into their new responsibilities; as a leader it’s your responsibility to show how the organization values mistakes for the insights they provide.":1,"#With the transformation plan established and running, senior leaders now must hold themselves and their organizations accountable to the new culture and objectives. Leaders are usually wary to cede control, but encouraging agency requires trusting others to do the jobs they were hired to do. When employees demonstrate the right application of agency, be sure to acknowledge and reward their behavior to reaffirm organizational values.":1,"#Senior Leaders Getting Different":1,"#Managers should also reflect on their own agency and work to enhance it. By delegating responsibilities to direct reports, collaborating with other leaders, and aligning with organizational goals, managers can model the agency they wish to see in their teams.":1,"#Direct reports may express confusion about organizational goals, limits to their agency, and concerns about increased responsibility, so managers should be open-minded and provide support that matches individual needs. If team members feel supported on a personal level, they’ll be more likely to collaborate with the team and support others.":1,"#Managers define the extent to which their direct reports can express agency, so they must be willing to adjust long-held beliefs to help their teams reach their full potential. Instead of requiring oversight on every task, refusing to delegate responsibilities, and punishing others for mistakes, managers should trust others’ knowledge, encourage collaboration, and offer regular feedback.":1,"#Managers and Supervisors: Cultivating Agency in Every Role":1,"#Team members should also define how and when they want to communicate with one another, especially if they have flexible working hours and environments. Making implicit rules explicit and agreeing on progress tracking methods ensures that everyone knows what’s expected of them and they understand how to meet those expectations.":1,"#The purpose of a team is to create a stronger impact than any singular effort through organized collaboration. Empowering agency within a team begins with building trust through team-building exercises and clearly defining expected outcomes. Conflicts often arise in teams when multiple members believe they have decision-making authority and disagree about the team’s direction. You can reduce conflict and misunderstandings by developing group norms for collaboration and defining how each individual’s authority should be expressed in a team setting.":1,"#Teams Embrace Agency: We Are in This Together":1,"#<em ljsid-0=\"\">Be honest about your learning curve</em>. Allow yourself to make mistakes and learn from them as you implement new strategies.":1,"#<em ljsid-0=\"\">Support others</em>. Offer support to colleagues to help with their specific agency needs.":1,"#<em ljsid-0=\"\">Share learning</em>. Educate team members about the benefits that increased agency could provide them.":1,"#<em ljsid-0=\"\">Communicate the “why.”</em> Explain your mindset to others and encourage them to collaborate.":1,"#<em ljsid-0=\"\">Dialogue with your peers</em>. Create a culture of teamwork and transparency with your team.":1,"#<em ljsid-0=\"\">Understand boundaries</em>. Define the boundaries to your authority within your role.":1,"#<em ljsid-0=\"\">Talk with your manager</em>. Establish a feedback system and collaboratively work to break down barriers with leadership.":1,"#<em ljsid-0=\"\">Identify challenges and benefits</em>. Contextualize barriers to agency on the business level and explore the value you could generate with more agency.":1,"#<em ljsid-0=\"\">Conduct a self-assessment</em>. Gather data about your current position to form a basis for future solutions.":1,"#Regardless of your level within your organization, you can make a significant impact by expressing agency. Begin by taking these actions to exercise your personal agency:":1,"#Individuals Exercising Agency":1,"#Part III: Cultivating Agency in Every Role":1,"#<em ljsid-0=\"\">Monitor progress and refine strategy</em>. Use consistent surveying and key performance indicator tracking to ensure your transformation plan is on track to meet its goals. By regularly asking for feedback and acting on your commitment to implement different perspectives, you establish trust within your organization and model an inclusive culture.":1,"#<em ljsid-0=\"\">Reassess and enhance human resource (HR) systems</em>. Ensure that your organization’s HR systems are working to support agency development through updated onboarding training, performance management, and promotion criteria. Setting clear expectations about how agency is tracked and promoted is key to fostering sustainable empowerment.":1,"#<em ljsid-0=\"\">Clarify manager and direct report responsibilities</em>. Encourage managers to meet with their direct reports individually to discuss how they can embrace agency within their role. Developing feedback systems and leadership teams can help leaders monitor progress, collaboratively solve problems, and contribute to a culture of ownership and understanding.":1,"#<em ljsid-0=\"\">Begin organization-wide implementation</em>. Before fully committing to the change plan, make sure it has the resources and support it needs to succeed. Hold briefings with key teams to define success criteria and iterate on team-specific plans. Expressing your dedication to feedback implementation is key to quickly fixing early implementation issues that might derail the plan.":1,"#<em ljsid-0=\"\">Form</em><em ljsid-1=\"\"> </em><em ljsid-2=\"\">change</em><em ljsid-3=\"\"> champions</em>. To address the perspectives of those who doubt the effectiveness of the new direction, designate a unit to model what it looks like to fully embrace agency. When others see the success and innovation possible with a complete organizational transformation, they’ll be more likely to support it.":1,"#<em ljsid-0=\"\">Share results of the organizational dialogue to create buy-in</em>. Communicate the findings from your interviews and share your transformation plan with the entire organization to allow for iteration before implementation. Establishing agency in the planning process is essential to setting expectations for future organization-wide decisions.":1,"#<em ljsid-0=\"\">Identify new narratives and mindsets</em>. With new insights from dialogue groups, determine how different roles must shift to contribute to organizational agency improvement. When contributors understand the authority, autonomy, and accountability of their roles, they can better support the organizational narrative defined by the leadership team.":1,"#<em ljsid-0=\"\">Conduct organizational dialogues</em>. Create dialogue groups of contributors across your organization, then ask them to identify practices they want to move away from and the environment they want to see the organization move to. Are there significant differences between the barriers that leaders and contributors report? If so, take time to meaningfully explore where the disconnect originated.":1,"#<em ljsid-0=\"\">Test organizational readiness for change</em>. Interview high-performing individuals within your business about the barriers they experience, how their vision aligns with the greater organizational vision, and if the current culture allows or prevents them from expressing expertise. Such conversations can help you focus your transformation plan.":1,"#<em ljsid-0=\"\">Identify the need for greater agency</em>. Understand the obstacles blocking your organization from achieving agency. Speak with leaders about the dynamics within their teams, identify instances where agency expression was discouraged, and define the value agency enablement provides to determine where improvement is needed.":1,"#Miller and Katz offer 10 practical and actionable steps your company can take to advance and support agency among workers:":1,"#Part II: 10 Steps to Unleash Agency in Organizations":1,"#An organization that supports agency is one that also supports diversity, equity, and inclusion (DEI) efforts. Belonging is directly correlated with the ability to make an impact and earn respect in a community. Instead of embarking on vague empowerment campaigns, companies should promote belonging through the power they unleash within their employees.":1,"#Business leaders often fear disorganization as a result of agency enablement, but workers actually become more aligned with organizational objectives when they have the power to speak up and make decisions within clearly defined parameters. These parameters should be defined collaboratively with contributors to ensure that everyone knows their distinct roles and responsibilities.":1,"#Historically, individual contributors have been treated with a heavy-handed management style that values oversight over innovation. This style is born out of the idea that if every part of the business is closely monitored, the work will best serve high-level organizational interests. However, when contributors see their work scrutinized and their information limited, they begin withholding contributions, refusing to take initiative, and doing the minimum work necessary.":1,"#What Is Agency?":1,"#Collaboration within a team significantly improves when members encourage one another to find creative solutions and learn from mistakes. Team members value each other’s agency because they feel enabled by their own agency and are given the necessary support from leadership to act on their insights. When an organization enables agency within individual contributors, they’re far more likely to contribute to organizational objectives and directly support their leaders. For companies facing increasing employee dissatisfaction, the decision to transform processes toward agency can be the difference between organizational growth and complete failure.":1,"#When agency becomes a core organizational value, the long-term impacts on employee satisfaction, collaboration, and productivity are transformational. For example, consider a hybrid workspace policy where employees can set their own hours and design the environment they work best in. Not only does their individual productivity increase, but the agency they feel contributes to a culture of interpersonal respect and understanding.":1,"#Agency in Action":1,"#Company leaders know they need to embrace innovation to succeed, but they often value their personal decision-making power and entrenched processes over cultivating change. <em ljsid-1=\"\">Agency</em> is an individual’s ability to voice their opinions and make meaningful decisions related to their role. Embracing organization-wide agency across all levels is key to reducing employee resentment and leadership micromanagement.":1,"#Company leaders know they need to embrace innovation to succeed, but they often value their personal decision-making power and entrenched processes over cultivating change. <em ljsid-1=\"\">Agency</em> is an...":1,"#Employees across the world are expressing dissatisfaction with micromanagement, convoluted approval processes, and obscure communication within their organizations at a high rate. Cultural expectations surrounding work are shifting from rigid structures to favor community, mental health, and independence. When skilled, independent thinkers find themselves spending more time asking for permission and navigating office politics than getting work done, they often leave for a better environment.":1,"#A Case for Agency":1,"#Part I: How Agency Works in Organizations":1,"#To maintain a culture of agency, work closely with human resources (HR) and ensure their systems ensure that systems support employee independence and innovation.":1,"#Model the behavior you want to see in your employees by delegating to employees, collaborating with other leaders, and aligning with organizational goals.":1,"#Exercise your personal agency and build trust among your teammates so they can do the same.":1,"#When enabling <em ljsid-1=\"\">agency</em>, it’s important to clearly define individuals’ roles and responsibilities.":1,"#A traditional management style that emphasizes oversight can stifle innovation and hamper productivity. Employees who are empowered, however, are more collaborative and productive.":1,"#In <strong ljsid-1=\"\">The Power of Agency</strong>, Frederick A. Miller and Judith H. Katz describe how embracing <em ljsid-3=\"\">agency</em> in your organization can lead to a more innovative, collaborative, and productive workplace. Business leaders have historically been wary of enabling decision-making power in their employees, but with the right methodology, individual contributors can offer more value to their organizations while feeling more comfortable in their roles. By collaboratively creating a transformation plan, enabling others to embrace agency, and providing long-term support through enhanced human resources (HR) and leadership systems, your organization can unlock the hidden potential of every contributor.":1,"#ISBN: 979-8-8905-7035-2":1,"#©2025 by The Kaleel Jamison Consulting Group, Inc.":1,"#by Fred Miller, Judith Katz":1,"#Cultivating Autonomy, Authority, and Leadership in Every Role":1,"#Clicking this link will redirect to relevant products for the Authors Judith Katz.":1,"#Clicking this link will redirect to relevant products for the Authors Fred Miller.":1,"#<span ljsid-1=\"\">2</span> of <span ljsid-3=\"\">419</span>":1,"#Brandon Bornancin":1,"#Sally Lorimer, Arun Shastri, Prabhakant Sinha":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">419</span>":1,"#John Wiley and Sons, Inc.":1,"#The future of our world will be marked by change, chaos, and fluid improvements. For the most part, the changes will be inspired by purpose, values, and a desire to improve upon the status quo. As a leader, you must be prepared to capture the upside and find your place in creating entities, industries, and markets that reflect these goals. In Elevated Economics, Richard Steel provides a blueprint that leaders can use to navigate the bold new world that awaits. His plan, which can be tailored to help leaders across industries, is backed by the wisdom and experiences of present-day CEOs, up-and-coming leaders, Ivy League professors, and his own work in running public and private companies.":1,"#According to Doc Searls in Harvard Business School Publishing book The Intention Economy, there is a sort of revolution quietly occurring in the marketplace right now where customers will be freed from the systems currently set in the economy to control them. They will become independent actors in the marketplace, equipped with all things necessary to tell vendors what they want and how, where, and when they want it, outside of vendors’ currently established systems. The fundamental shift of this new kind of economy is from a customer relationship management (CRM) to a vendor relationship management system (VRM), where both parties in any transaction must agree to the other’s terms.":1,"#Doc Searls":1,"#The Intention Economy":1,"#Most would agree that creativity and innovation are hallmarks of a healthy economy and society. However, what conditions make some areas highly productive, while others seem to lag behind? In The Creative Society, Lars Tvede provides an in-depth exploration of the factors and theories behind creativity. The result is a set of recommendations for reducing the barriers to innovation in societies and developing communities that are unimpeded by regulation, government restrictions, and other factors that inhibit competition and creativity.":1,"#Lars Tvede":1,"#The Creative Society":1,"#America finds itself in a stagnant economy while the economies of China, India, Brazil, Germany, and other nations are growing. According to former American Express executive Steve Faktor, the reason for this stagnation is that many Americans have lost their ability to be innovative. Certainly, American companies continue to develop successful ventures, such as iPads and Facebook, but they often have little impact on the American economy. Apple, for example, does most of its manufacturing in China. In Econovation, Faktor lays out a plan for American companies to reinvent themselves as innovative powerhouses, and to use their new powers of innovation to create jobs and expand the economy.":1,"#Steve Faktor":1,"#A nation’s economy does not become robust organically—it requires deliberate, thoughtful guidance. In Concrete Economics, Stephen S. Cohen and J. Bradford DeLong argue that in order for a nation to intelligently redesign its economic future, it must first examine its past. To that end, the authors provide an in-depth history of the American economy from the Revolutionary War through the Great Recession of 2008. By examining and identifying the elements of the nation’s most successful economic systems, the authors conclude that effective economic policies are concrete and pragmatic—not ideological and abstract.":1,"#In The Collaboration Economy, Eric Lowitt puts forth a call to action for the public, private, and social sectors to work together to improve the environment, the economy, and ultimately, the world. Lowitt believes that this improvement can only come through collaboration. Whether it is the economy, water, energy, food, or the use of resources, each system must be healed in order for future success to occur. Through a global, rather than self-centered, perspective, CEOs and companies can create change. The responsibility falls on everyone. The most serious problems in society cannot be solved by turning inward to isolation, but rather through sharing thoughts and expertise from different areas to find a solution. Moreover, the goal should not be short-term profits, but instead, long-term sustainability.":1,"#Eric Lowitt":1,"#The Collaboration Economy":1,"#Technological changes and evolving societal expectations are empowering decentralized online communities and micro-entrepreneurs to do what regulators and big enterprises once did. They manage exchange, deploy capital, make markets, and create new forms of labor. While mobile technologies support this transformation, it goes far beyond technology. People are changing their behavior. They put their trust in reviews instead of brands, and in new rules of exchange instead of government regulators. In The Sharing Economy, economist Arun Sundararajan presents several concepts to help people make sense of these complex changes.":1,"#Arun Sundararajan":1,"#The Sharing Economy":1,"#In The Conscience Economy, strategy and innovation consultant Steven Overman describes how the desire of consumers and businesses to make a positive impact on the world is driving the global economy. Today’s new generation of technology-savvy, interconnected customers have both the vision and the power to choose what companies they buy from based on their value systems. Businesses, in turn, must understand that transparency and awareness are the keys to sustainable growth in today’s Conscience Economy.":1,"#The Conscience Economy":1,"#In the past, the prime goal of business was to turn a profit. In today’s WEconomy, purpose-driven businesses drive social change through market-based solutions that also make money. In their book WEconomy, Craig Kielburger, Holly Branson, and Marc Kielburger show how a traditional business model can integrate purpose, charity, and social entrepreneurship to make the world a better place while earning money to reinvest in even greater social change.":1,"#WEconomy":1,"#The global economy is being transformed by new technology, evolving consumer preferences, and shifting business models. In The Ecosystem Economy, business transformation experts Venkat Atluri and Miklós Dietz provide an essential guide to succeeding in the new global economy. You’ll learn how the global economy is evolving, why it’s so important to prepare your organization now, and how to refocus your firm to create durable competitive advantages.":1,"#Creators, extraordinary entrepreneurs who have built hugely profitable businesses, share some common traits and practices. Amy Wilkinson has codified these into six essential skills she calls the creator’s code. She identified a select group of creators who have massively scaled their businesses to at least $100 million in annual revenue, then conducted qualitative studies of these entrepreneurs to identify the skills and traits that set them apart. In The Creator’s Code, Wilkinson posits that extraordinary entrepreneurs share an ability to identify unmet needs, to keep focused on the long term, to make fast decisions, and to learn from failure. They solve problems with diverse teams and are unflagging in their generosity. In short, the book provides the template for entrepreneurial success that the author’s research subjects never had.":1,"#Amy Wilkinson":1,"#The Creator's Code":1,"#254 Results found for <span ljsid-1=\"\">\"economia de los creadores\"</span>":1,"#The Economics of Higher Purpose":1,"#The Modern Learning Ecosystem":1,"#Global Supply Chain Ecosystems":1,"#Economics for Business":1,"#Concrete Economics":1,"#Recently Viewed (55)":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Selena Rezvani</a></strong> is a recognized consultant, speaker, and author on leadership. She’s coached and taught some of the brightest minds in business and has spoken at or consulted to organizations like Microsoft, the World Bank, Under Armour, HP, Pfizer, Harvard University, and the Society of Women Engineers. Rezvani is the author of two leadership books, <em ljsid-2=\"\">Pushback: How Smart Women Ask—and Stand Up—for What They Want</em> and <em ljsid-4=\"\">The Next Generation of Women Leaders</em>, and has been featured in <em ljsid-6=\"\">Harvard Business Review</em>, the <em ljsid-8=\"\">Washington Post</em>, the <em ljsid-10=\"\">Los Angeles Times</em>, the <em ljsid-12=\"\">Wall Street Journal, Forbes</em>, Oprah.com, and ABC and NBA television. She has BS and master of social work degrees from New York University and has an MBA from Johns Hopkins University.":1,"#<em ljsid-0=\"\">Interpersonal tips</em>. Step off the hedonic treadmill of pursuing one pleasure after another and savor the good experiences that happen organically. Become a confidence mentor by helping someone else develop a strong sense of self-belief. Have your protégé’s back, speak well of them, and don’t solve their problems for them; instead, ask questions that allow them to draw their own conclusions.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Stop constantly seeking outside advice and start trusting your own wisdom. Identify how you spend your emotional, physical, mental, and spiritual energy and then engage in activities that will replenish these four areas of your life. Such activities may include positive thinking, exercise, and sleep.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Keep the promises you make to yourself by writing them down. Develop <em ljsid-2=\"\">anti-goals</em>, or a list of activities you don’t want to waste your time on anymore. Adopt a growth mindset by replacing negative self-talk like “I’m not good at that” or “I failed” with “I’m working on that” and “I can develop the skills to do better next time.”":1,"#The key to exponentially growing your confidence is accepting that you’ll sometimes fall on your face, but that should never stop you from taking risks and betting on things working out. It also requires you to stop caring about what others think and become your own biggest fan. To bring your confidence up to this next level, you must engage in the following:":1,"#Scale Your Confidence":1,"#<em ljsid-0=\"\">Interpersonal</em>. If you find yourself intimidated by someone, imagine them doing ordinary tasks like laundry. Instead of being jealous of a colleague you feel outshined by, ask them to mentor you. Remember that everyone makes mistakes, and as long as you learn from them you can fail forward.":1,"#<em ljsid-0=\"\">Embodied</em>. Release the power that failure has over you by finding humor in it or shrugging your shoulders and saying, “so what?” Close your eyes and imagine yourself exhaling the failure away from your body.":1,"#<em ljsid-0=\"\">Mental tips</em>. Develop a reorienting habit (e.g., putting your shoulders back and inhaling slowly) that you can use any time you’re in the “red zone” or feeling stuck during a presentation. Reject your perfectionist and procrastination tendencies by identifying one thing you can start working on right now. Be willing to forgive yourself and others.":1,"#If you fail or make a mistake, don’t let it rattle your confidence. Instead, use the experience as an opportunity to learn, grow, and prepare for success in the future. Although it’s not easy to emerge from a failure more confident than before, it can be done with the help of the following:":1,"#Rise Above Failures and Setbacks":1,"#<em ljsid-0=\"\">Interpersonal tips</em>. Don’t engage in backstabbing, complaining, or gossiping with your coworkers, as these are repellent behaviors that can give you a bad reputation. When someone says something rude to you, ask them what they meant by their statement.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Create distance between you and the toxic people you work with. Counteract their toxicity by dedicating more time to feel-good activities. Whenever you’re angry or upset, pick up an object and imagine putting all the negativity you’ve been experiencing into it.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Don’t try to match the energy of toxic people. Instead, aim to be a kind, supportive light—especially to newcomers. After leaving a toxic company, take some time to heal before developing a plan to land a job at a company more aligned with your values.":1,"#Although you can’t always avoid toxic people, you can mitigate their impact on your well-being and dignity. To protect yourself from the hostility, rudeness, and negativity of others in the workplace, you must engage in the following:":1,"#Overcome Toxic People and Cultures":1,"#<em ljsid-0=\"\">Interpersonal tips</em>. Improve your relationship with your boss and as many other VIPs as possible so that more big opportunities will come your way. If you tend to freeze or panic during high-stakes conversations, practice the skill of pausing, taking a few breaths, and organizing your thoughts.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Close your eyes and visualize yourself being successful in the high-stakes meeting you’re about to embark on. When it begins, assure your body that you’re not in danger so there’s no need for a nervous physical response. While speaking, use body language that’s welcoming and strong and emphasizes the points you’re trying to make.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Prepare for high-stakes meetings, presentations, and pitches by anticipating curveball questions and reviewing your central points until you’ve memorized them. Once in the room, mitigate your worries about being awkward by reminding yourself that everyone’s awkward sometimes—even the people you’re speaking to.":1,"#Don’t wait until you “feel ready” to tackle big opportunities that scare you. Instead, ask yourself how you’d act if you weren’t afraid and then do just that. Taking bold action when the stakes are high is one of the most effective ways to develop self-confidence. The following tips can help you along the way:":1,"#Harness High-Stakes Moments":1,"#<em ljsid-0=\"\">Interpersonal tips</em>. Try to understand the other party’s position by carefully asking the right questions and listening to their responses. Be amenable to their needs but not overwhelming so—tell them which terms you can agree to and which ones you can’t. If you’re feeling pressured to make a decision because the meeting is almost over, ask for more time.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Before a negotiation begins, center yourself and then walk into the room with purpose. When responding to the other party’s offer, take a moment of silence to collect your thoughts as this will also give you clout. Make your opening figure the most aggressive figure you can rationally defend and have evidence to back it up.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Don’t ask for less because you automatically assume the other party will reject the amount you think you deserve. Whenever you’re outnumbered in a room, focus on making a connection with one person. Remember that the other party’s “no” isn’t the end of a negotiation if you’re tenacious and creative.":1,"#Asking for exactly what you need and holding firm to your requests during a negotiation is an empowering act. To develop your capacity for better negotiations, you must implement the following:":1,"#Negotiate Your Success":1,"#<em ljsid-0=\"\">Interpersonal</em>. Remember that you never owe anyone an excessively detailed justification of your decisions—a succinct explanation will suffice. Prevent yourself from overworking by letting your colleagues know what your boundaries are and whether their requests are infringing on them.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Whenever you find yourself ruminating, visualize a stop sign and then clap your hands together to bring yourself back to the present moment. If you keep negatively comparing yourself to someone, leave their presence or unfollow them online. Avoid becoming overwhelmed by breaking big projects down into small tasks and then working in 25-minute intervals with short breaks in between.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Stop being a victim and start being a creator by replacing learned helplessness with experimentation, determination, and optimism. Practice being decisive every day and you’ll become better at saying “no” to requests that will overextend you.":1,"#It’s a common misbelief that you must always go above and beyond for your employer. A better, more confident approach is aiming to produce just enough “very good” or “excellent” work. Engaging in “just-enoughness” requires you to quash your people-pleasing tendencies and practice the following:":1,"#Release Overdoing, Overthinking, and Overexplaining":1,"#<em ljsid-0=\"\">Interpersonal tips</em>. Get one-on-one time with anyone who underestimates you to prove that you’re knowledgeable and skilled. Redirect coworkers to someone else whenever they try to dump extra work on you. Reach out to HR if the microaggressions directed at you get out of hand.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Act like a peer to the bigwigs you work with instead of putting them on a pedestal. Use a neutral facial expression rather than an agreeable one to gain the upper hand during conversations. When someone tries to interrupt you like you’re not important, keep talking.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Stop over-apologizing, which is a habit that causes people to lose respect for you. Quit being so modest and acknowledge your own expertise. Develop a strong workplace reputation by seeking actionable feedback on how you can improve your performance.":1,"#It’s easy to internalize the message that you’re inferior when you’re regularly being overlooked or underestimated at work. To combat such diminishment, you must reclaim your power by exercising the following:":1,"#Rebalance Power Dynamics":1,"#<em ljsid-0=\"\">Interpersonal tips</em>. Create an inclusive workplace where everyone feels welcome by advocating for your marginalized colleagues. Share decision-making power with them, publicize their skills, and make sure they’re being considered for great assignments. If someone says something dismissive or disrespectful to them, call the perpetrator out.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Physically demonstrate that you belong in a meeting by allowing your body to take up space, maintaining eye contact with others, and speaking at an assured pace and volume. Don’t let haters bully you into changing your appearance—if having blue hair and tattoos is authentically you, market these traits as part of your professional identity.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Give your inner critic a name and tell it that you “400 percent belong” in your position. Identify the power dynamics of every meeting that you attend, and then equalize them by encouraging everyone to contribute and managing the over-talkers.":1,"#Feeling like an outsider is a confidence killer. Fortunately, it’s possible to create a sense of belonging in every work scenario by adhering to the following:":1,"#Create Belonging Wherever You Go":1,"#<em ljsid-0=\"\">Interpersonal tips</em>. Before meeting someone for the first time, ensure that you understand their goals and pain points so that you can prepare a message that will resonate with them. When introducing yourself, remain succinct by providing your name, title, and a nontechnical explanation of the value your work creates.":1,"#<em ljsid-0=\"\">Embodied tips</em>. Adopt “dog code” by always being the first to introduce yourself. Wear clothes that make you feel like the best version of yourself, and emulate the body language of whomever you’re speaking to.":1,"#<em ljsid-0=\"\">Mindset tips</em>. Before making a first impression, take a few minutes to remind yourself that you’re competent and have earned your place in the room. Rather than being a “hoper,” adopt the attitude of a “doer,” or someone who creates their own luck. Remember that any mistakes you make during a first impression can always be corrected.":1,"#Making a first impression can be a nerve-racking experience, whether it’s in a job interview, at a networking event, or meeting a new client. Contrary to popular belief, the key to great first impressions isn’t appearing flawless; it’s radiating authenticity. The following tips can help you be your most authentic self:":1,"#Make Strong First Impressions":1},"version":202115}]