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Chuck provides training, presentations and consultation with associations and companies on ethics and creating ethical cultures where people do the right thing, not because they have to, but because they want to! Information can be found at <a ljsid-2=\"\">http://chuckgallagher.com</a> or Chuck can be reached via email at chuck@chuckgallagher.com or by phone at 828.244.1400.":1,"#Ethical missteps are all the same; they will eventually lead to a negative outcome. Little infractions that go undetected or unreported often lead to larger infractions until \"unethical\" becomes \"illegal\". Perhaps we should reframe or replace the word \"whistleblower\" with \"ethical partner\". One thing is certain: ethical choices are empowered choices and that is certainly one critical component of business success.":1,"#When in Doubt, Do the Right Thing!":1,"#<strong ljsid-1=\"\"> 5. Encourage Accountability. </strong> What keeps people between the ethical lines is shared accountability. We are our brother's keeper. If one is to be kept within the ethical lines then we must not only have the road signs (ethics policy), but the practical means to correct behavior. As stated earlier, 42% of the time ethical blunders are reported by co-workers or those who witness the issue. And while \"whistleblower\" carries a negative connotation, the reality is someone who cares enough to call \"foul\" to unethical actions is the most valuable ethics asset and organization has.":1,"#<strong ljsid-1=\"\"> 4. Train, Train, Train! Let's be honest: </strong> most ethics training is boring! It centers on the rules and never gets to the heart of what motivates human behavior. And, frankly, if we don't understand what starts folks on that slippery slope downward into the unethical realm, then we miss the opportunity to change behavior before it is too late. Effective training should move beyond just what's included in the ethics and compliance policy and cover (a) why people make unethical choices (b) what can be done to prevent unethical choices and (c) what motivates our behavior. Telling someone what to do is far less effective than helping them see the value in consistently making ethical choices.":1,"#<strong ljsid-1=\"\"> 3. Be Clear About what Ethical Behavior Looks Like. </strong> Large companies have clearly drafted ethics and compliance policies that employees are expected to understand and follow. The smaller the company, the less likely there will be a clearly written ethics policy. But large or small, the challenge for all companies is communication about what is acceptable and unacceptable. Creating an ethics policy and training it effectively are keys to exposing rationalization and improving ethical behavior within an organization.":1,"#<strong ljsid-1=\"\"> 2. Understand the Three Components of Human Behavior that Lead to Ethical Lapses. </strong> When a human makes a choice, any choice, there are typically three components that come together that allow a choice to be made and move forward: (1) need, (2) opportunity and (3) rationalization. While, as employers we have little control of an individual's need, we do have some level of control over opportunity to make ethical choices and how one might rationalize behavior.":1,"#<strong ljsid-1=\"\"> 1. Recognize That Unethical Choices Never Start Large. The \"Unethical Continuum\" </strong> is a natural progression of what many call a \"slippery slope\" of human action. This progression allows small infractions to go unnoticed or unreported until the day people or companies are in the midst of a full-fledged ethics disaster. Sam didn't \"intend\" to act unethically; he felt that he was doing the right thing by treating his subordinates to something beyond the norm at the company function. His challenge was figuring out who would be responsible for the expense. The challenge with his ethical choice was a common problem: Rationalization.":1,"#Most are amazed that it is that high; all too often we want to look the other way, or are afraid to confront those committing ethical blunders. It's easy to understand the hesitancy; many of us are afraid to rock the boat. Often, what we fail to realize is that the person committing an ethical blunder is putting the company in danger. So, how do we create a culture of ethical actions?":1,"#Statistics indicate that 42% of the time someone \"tipping off\" an employer about an ethical lapse or potential fraud is the number one way companies maintain ethics and prevent fraud. Amazing as it may seem, internal staff is the best police system for maintaining ethical behavior.":1,"#How Can That Be?":1,"#If you chose the third option -- the one that is expected as part of compliance with most organizational ethics guidelines -- you would be labeled a \"whistleblower.\" Who wants to be called that? Snitch, tattletale and other negative words from childhood come to mind when someone is called a whistleblower. Yet, if your company or association is committed to creating a culture of ethical behavior, the term \"whistleblower\" is the number one key to ethical success.":1,"#The question isn't what did Roger do. The question to consider is: \"What would you do?\"":1,"#Roger wondered what would be the ethical thing to do. On one hand he could ignore what he saw and just let it pass, rationalizing that it was not his business. Or, he could confront Sam and encourage him to reconsider his choice, suggesting that following the ethics policy of his company would create better consequences. Or, lastly, Roger could comply with the company's guidelines and report the ethical lapse.":1,"#Roger wondered what would be the ethical thing to do. On one hand...":1,"#Roger, a good friend and an ethical individual, was at a business conference last week with a co-worker, Sam, who decided to take a few of his subordinates out for an evening of entertainment -- entertainment not sanctioned by the company. The next day, as Sam was preparing to submit his receipts for his expense report, Roger noticed that he was submitting the receipts for his prior night's activities. More importantly, Roger noticed that Sam's description on the receipts was inaccurate. Sam flat-out lied on his expense report.":1,"#by Chuck Gallagher":1,"#How to Build a Culture of Ethics Within Your Company":1,"#Clicking this link will redirect to relevant products for the Author Chuck Gallagher.":1,"#The Value of a Whistleblower":1,"#Audio Back 15 Seconds-4:40/12:11":1,"#Audio Back 15 Seconds-4:54/12:11":1,"#Audio Back 15 Seconds-5:09/12:11":1,"#Audio Back 15 Seconds-5:24/12:11":1,"#Audio Back 15 Seconds-5:39/12:11":1,"#Audio Back 15 Seconds-5:54/12:11":1,"#7526 Results found for <span ljsid-1=\"\">\"CHILTON\"</span>":1,"#In Harvard Business School Publishing title Build, Borrow, or Buy, INSEAD’s Laurence Capron and Will Mitchell reveal that the more developed an organization’s process is for choosing resource pathways for growth, the more likely it will succeed. The authors provide readers with the Resource Pathways Framework, a roadmap to determining whether the build, borrow, or buy resource pathway for growth is best suited to an organization’s needs. By adhering to the framework, leaders can successfully grow their organizations without wasting time or resources.":1,"#Build, Borrow, or Buy":1,"#Your brand is your most important asset. Rita Clifton explains how to use your brand as the central organizing idea for everything you do in your organization.":1,"#Stitch Your Brand into Everything You Do":1,"#Foreword by Dave Ulric h299 pp. John Wiley & Sons, Inc As HR and leadership expert, Dave Ulrich, notes in his foreword, Edward Lawler has significantly influenced the field of management, particularly in the way managers shape organizations and people. Talent, the follow-up to Lawler's bestselling Built to Change, shows why. It provides a comprehensive synthesis of theory, research, stories, and personal insights in the field of human capital management, making what many consider a soft and ambiguous discipline eminently practical. Focusing on leadership, corporate boards, talent management, performance management, and information and decision making, Lawler identifies the organizational features needed to create talent-focused organizations and explains their operation.":1,"#Edward E. Lawler III":1,"#Talent":1,"#The article discusses the challenges faced by company to meet learning demands especially while delivering products to organizations and presents the views of Matt Donovan, vice president of learning solutions for sales improvement provider company GP Strategies. Topics discussed include shifting of team from a product-centric to a customer-centric mindset, understanding the company culture in producing an asset and its management and gathering and analyzing data for overall information.":1,"#TIM HARNETT":1,"#Transforming the Strategic Learning Function":1,"#In Dealing with the Tough Stuff, Darren Hill, Alison Hill, and Sean Richardson offer practical advice and tools for managers who want to excel at the “tough-stuff conversations” that inevitably arise at the workplace—conversations about unpopular decisions or policies, employee performance reviews, firing or reassigning employees, or any situation where heightened emotion, ambiguity, or potential for conflict exists. Excelling at these conversations is critical to good management. However, managers often procrastinate, avoid, or water down these tough conversations, which can be costly in terms of profit, productivity, and professional development. Drawing from combined experience, research, and expertise in organizational psychology and communications, the authors offer communication strategies and methods that can be implemented immediately to better deal with the “tough stuff.”":1,"#Darren Hill, Alison Hill, Sean Richardson":1,"#Dealing with the Tough Stuff":1,"#The article discusses collaboration an an essential skill for business leaders. The author cites comments by authors of the book \"Touchpoint Leadership,\" Hilary Lines and Jacqui Scholes-Rhodes, on collaboration as a vital skill in an increasingly global business world and the tenets of true collaborative leadership. Topics include executives' resistance to collaborative leadership, related cultural factors, and the benefits of a company-wide culture of collaboration.":1,"#Alison Coleman":1,"#Overload is one of the biggest causes of anxiety in the workplace. Chester Elton shares strategies on how you can foster an environment where people feel comfortable asking for help, which will lower the anxiety on your team.":1,"#How to Deal with Overload":1,"#The article discusses shifting business strategies and changes in organizational learning to better cater to buyer expectations and maintain competitiveness of the company. Topics discussed include numerous aspects of improving productivity including silo mentality, human capital strategy, and training employees to keep up with changes. INSET: READER REACTION.":1,"#BRIAN LAMBERT":1,"#Disruption":1,"#The article discusses types of learning leaders, one coming up through the ranks of learning and development and second who are successful business people and mentions how the latter find it easier to convey their ideas. Topics discussed include need of business stakeholders to hear the impact and value of given learning initiatives, communication with business leaders acquired by understanding of business itself and need of business leaders to examine performance system such a policies.":1,"#JEFF CARPENTER":1,"#Choose Your Words Carefully":1,"#In Quirky, Melissa A. Schilling shares her research on eight breakthrough innovators of the modern era and how their capabilities, personalities, and motives helped set them apart from their peers. By studying innovative thinkers like Albert Einstein, Nikola Tesla, and Elon Musk, Schilling has identified qualities that are distinctive and inspiring. Leaders can apply many of Schilling’s findings as they work on fostering creativity and inspiring the innovative potential that exists within their own workplaces to achieve lofty goals.":1,"#Melissa A. Schilling":1,"#Quirky":1,"#Could I Do That? by Simon Hartley is about overcoming limiting beliefs people have so that they can tackle their personal challenges and embrace the changes that they will bring about. Successful athletes are accustomed to dealing with all that challenges bring, including self-doubts, negative feedback from others, fear of failure, and the desire to quit or give up. The importance of building a strong support system, or team, is emphasized, including tips on how to build one. The goal is to encourage readers to overcome their natural fears to go out and do something extraordinary.":1,"#Simon Hartley":1,"#Could I Do That?":1,"#In The Pilot: Learning Leadership, Bill and Colleen Hensley describe the lessons they learned from supersonic jet training and how they transfer beyond the cockpit to everyday leadership. Each chapter describes events in the lives of fictional student test pilots, training to fly the Supersonic T-38. To reach this point, the members of Tiger Flight have passed through some of the most intense and rigorous filtering processes in existence. They are led by Captain Neil Williamson, a veteran squadron check pilot.":1,"#Colleen Hensley, Bill Hensley":1,"#The Pilot":1,"#In Earning It, Joann S. Lublin shares the hard-won lessons that she and more than 50 other women learned while reaching the highest rungs of their corporate ladders. The stories reveal how leaders like Carly Fiorina, Mary Barra, and Brenda Barnes faced seemingly insurmountable obstacles, made carefully calculated choices, and fought to make their marks in corporate history. Learn from their inspiring insights and lessons as you navigate your professional journey and overcome the challenges that stand in the way of your career successes.":1,"#Joann S. Lublin":1,"#Earning It":1,"#In The CIO Paradox, Martha Heller draws on her lengthy experience as a journalist, writer, blogger, and executive recruiter in the information technology (IT) industry to identify the persistent challenges and contradictions that plague the IT sector and its executives. Using information gathered from countless interviews, she shares the wisdom of successful IT executives who have overcome these challenges.":1,"#Martha Heller":1,"#The CIO Paradox":1,"#In a climate of low unemployment and a strong economy, competition for talent (particularly Millennials) can be challenging for many companies. In Talent Keepers, Christopher Mulligan and Craig Taylor use their research to present a system for engaging and retaining employees that you can implement from the moment your talent is hired.":1,"#Talent Keepers":1,"#Burned out by life as a Silicon Valley executive, Jeff Shanley happily downshifted into working at his family’s construction company. Soon after arriving, however, he faced having to build a culture of teamwork to lead the company through its greatest challenge. Patrick Lencioni uses his tale in The Ideal Team Player to offer lessons on teamwork for leaders and human resource professionals. He presents a model of the ideal team player and provides concrete steps for identifying, hiring, and developing the right people for that model to ensure a culture of teamwork.":1,"#The Ideal Team Player":1,"#Hiring is at the heart of any business, which is why Daniel Chait and Jon Stross wrote Talent Makers for business leaders rather than HR practitioners. Most companies mishandle hiring; they know they’re making mistakes but lack the knowledge and determination to fix the problem. Fortunately, the authors provide an actionable plan for improving hiring practices and achieving more diverse, professional, and valuable talent.":1,"#Talent Makers":1,"#Now is the perfect time to make your next move your best. In Tackle What’s Next, nine-year National Football League (NFL) Pro Bowl veteran Eric Wood provides practical and spiritual advice on ways to tackle life’s pivotal moments and achieve the best chance for peak performance at any position. The book teaches ways to prepare for life’s personal or professional challenges by visualizing the future, embracing core values, and committing to a disciplined and healthy lifestyle.":1,"#Eric Wood":1,"#Tackle What's Next":1,"#In this article, the author gives suggestions for increasing customer services for business development. Topics discussed include creation of staff for management of customer relationship, overcoming the challenges of mentoring and surveys on customer feedback. The author also discusses the importance of social media for fulfilling the demand of customers.":1,"#Chip Bell":1,"#Service Challenges":1,"#Critical Knowledge Transfer":1,"#Women and high-performing employees are entering the workforce in record numbers, but numerous organizations fail to retain them, resulting in low-performing workplaces. These organizations maintain outdated practices, such as promoting mediocre leaders or bullies who know how to play the game, rather than women and high performers. In Winning the Talent Shift, Berta Aldrich outlines a five-year plan for transforming your organization from low performing to high performing through identifying and removing bullies and mediocre leaders and promoting more women to the C suite.":1,"#Berta Aldrich":1,"#Winning the Talent Shift":1,"#Talent is a primary driver for any successful business. Hiring and recruitment now leverage Big Data and global job-candidate access to build adaptive workforces. In Talent Intelligence, Toby Culshaw explains how to set talent goals, broaden hiring pools, and boost business functions. This book is for hiring professionals who want to make proactive planning decisions, attract talent, and pinpoint strengths and weaknesses in current staff.":1,"#Talent Intelligence":1,"#Moving into a senior leadership position can be daunting. Rita Clifton offers 2 crucial lessons for making that shift.":1,"#We’ve known for more than 100 years that treating people better drives business results, but most companies fail to make the changes necessary to engage employees. In Build It, employee engagement experts Glenn Elliott and Debra Corey present their 10-part model for creating a highly engaged corporate culture. Based on 10 years of research at more than 2,000 companies worldwide, the Engagement Bridge™ can help you unlock the potential of your workforce and build a durable, profitable connection between your organization and your team.":1,"#Debra Corey, Glenn Elliott":1,"#Build It":1,"#The article discusses how Chief Learning Officers and their external partners or vendors can have better working relationships. It focuses on a survey on issues, opportunities and attitudes that are important to senior training executives by research company IDC based on the publication's Business Intelligence Board. Topics on where executives find vendors, criteria for a successful partnership with a vendor, and satisfaction with the partnership are discussed.":1,"#CUSHING ANDERSON":1,"#Let's Work Together":1,"#Transitioning a twentieth-century, vertically integrated company into a twenty-first century, virtually integrated company poses significant leadership challenges. In Harder Than I Thought, published by Harvard Business School Publishing, Robert Austin, Richard Nolan, and Shannon O’Donnell combine their years of leadership and management experience to bring to life the fictional story of Jim Barton and the issues, opportunities, and difficulties that he faces in his first year as CEO of struggling Santa Monica Aerospace. Whether striving for transparency, struggling to put together the right team, or managing change, Barton navigates the major challenges and makes the critical decisions that many of today’s modern CEOs face.":1,"#Harder Than I Thought":1,"#Information Technology (IT) leaders are in a position to have a dramatic impact on their organizations. Utilizing technology can drive both innovation and growth for the business. However, there are many complicated issues leaders must examine and address, including how to create strong partnerships between IT and the rest of the company. In The CIO Playbook, Nicholas R. Colisto uses his experiences to devise a framework of interrelated steps that addresses the pressing questions concerning IT through practical strategies. While every organization and situation is unique, the framework should be applicable to most situations. Colisto takes readers through each step of the framework, sharing practical advice to help transform organizations.":1,"#Nicholas R. Colisto":1,"#The CIO Playbook":1,"#As Mark Miller explains in Chess Not Checkers, leading a company can be like a game of checkers—highly reactionary and fast-paced. However, in today’s complicated business climate, the game is changing, and leadership is now more like a game of chess. In chess, strategy and focus are vital and individual pieces can make unique contributions. Chess Not Checkers follows the fictional story of CEO Blake Brown as he begins his journey to improve the performance of his company and increase employee morale by using key moves from the world of chess.":1,"#Mark Miller":1,"#Chess Not Checkers":1,"#In Choice Not Chance, basketball coach Joanne McCallie reflects on her career as a player and coach and the principles that she adopted to achieve her notable success. With over 450 wins, McCallie has the distinction of being the first coach in Division I history to win championships in four different conferences, as well as the first coach in NCAA history to garner Coach of the Year accolades in four different leagues. McCallie offers a personal look at her life and the “Choice Not Chance” philosophy that she imparts to young players, which encourages them to make deliberate choices to improve themselves, maintain faith, and endure adversity in order to achieve success. In chronological order, she relates her experiences from child athlete to college basketball player to head coaching posts at the University of Maine, Michigan State, and Duke.":1,"#Joanne P. McCallie, Rob Rains":1,"#Choice Not Chance":1,"#In 1980, Champion’s flagship mill in Courtland, Alabama went on strike, but the company continued to run it with salaried employees. Determined to find a better way, CEO Andy Sigler, drafted “The Champion Way,” a statement of company values that continues to shape company behavior. An Employee Involvement program that resembled traditional quality-circle activities was already in place; its success showed Champion that employees could make a contribution with their minds as well as their hands and that teams could solve meaningful problems. Nonetheless, Champion also learned the limitations of treating teams as part-time “parallel organizations” existing alongside a full-time traditional enterprise.":1,"#What Works":1,"#The article focuses on strategies adopted by the construction firm Hilti for overcoming changes such as joining by younger generations and shifting of male workforce. Topics include learning strategy for offering environment providing opportunity to learn and succeed, solutions for ensuring team membership such as functional excellence and technological support, and movement towards learner-centric model from content-centric for meeting principles such as leading-edge functional expertise.":1,"#Stop Training & Start Learning":1,"#441 Results found for <span ljsid-1=\"\">\"CHILTON\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Afrontar el cambio con confianza\"</span>":1,"#396 Results found for <span ljsid-1=\"\">\"Afrontar el cambio con confianza\"</span>":1,"#In today’s society, it’s often difficult for people with different views to have productive conversations. Learn how to make difficult conversations less difficult through open communication.":1,"#Having Difficult Conversations":1,"#Virtual presentations can be tedious and tiring. Improve your virtual presenting skills by mastering the technology, creating compelling content, and fine-tuning your delivery.":1,"#Engaging Virtual Presentations":1,"#In recent years, Intermountain Healthcare has completely transformed the way it serves patients. The organization has embraced both value-based care and population health. Making this profound shift, however, hasn’t been easy. In Possibility Unleashed, Dr. Marc Harrison shares leadership lessons derived from Intermountain Healthcare’s journey and practical tools that others can use to disrupt industries.":1,"#Possibility Unleashed":1,"#Stacey Hall demonstrates how you can achieve your goals from the ground up by following the stages of gardening: seeding, sprouting, blooming, and resting.":1,"#Achieving Your Goals from the Ground Up":1,"#Coach Your Managers to Build Trust with Employees":1,"#Become an Emotionally Intelligent Sales Leader":1,"#The 3 Biggest Email Mistakes Managers Make":1,"#Influence Others by Using an Empathy Map":1,"#Earn Loyalty in Any Relationship with Empathy":1,"#4 Ways to Keep Your Inbox Empty":1,"#Estimate Training Resources with Precision":1,"#The Essentiality for Effective Networking":1,"#Relationship Essentials":1,"#The Essence of Enthusiasm":1,"#Sales Essentials":1,"#Essentialism":1,"#You are currently logged in as leonardo.ayala@udem.edu":1,"#370 Results found for <span ljsid-1=\"\">\"escuchar tus emociones\"</span>":1,"#Audio Forward 15 Seconds-12:24/12:24":1,"#Audio Forward 15 Seconds-12:11/12:24":1,"#Audio Forward 15 Seconds-11:56/12:24":1,"#Audio Forward 15 Seconds-11:41/12:24":1,"#Audio Forward 15 Seconds-11:26/12:24":1,"#Audio Forward 15 Seconds-11:11/12:24":1,"#Audio Forward 15 Seconds-10:56/12:24":1,"#Audio Forward 15 Seconds-10:40/12:24":1,"#Audio Forward 15 Seconds-9:55/12:24":1,"#Audio Forward 15 Seconds-9:38/12:24":1,"#Audio Forward 15 Seconds-9:23/12:24":1,"#Audio Forward 15 Seconds-9:08/12:24":1,"#Audio Forward 15 Seconds-8:53/12:24":1,"#Audio Forward 15 Seconds-8:38/12:24":1,"#Audio Forward 15 Seconds-8:23/12:24":1,"#Audio Forward 15 Seconds-8:08/12:24":1,"#Audio Forward 15 Seconds-7:53/12:24":1,"#Audio Forward 15 Seconds-7:30/12:24":1,"#Audio Forward 15 Seconds-7:15/12:24":1,"#Audio Forward 15 Seconds-6:59/12:24":1,"#Audio Forward 15 Seconds-6:44/12:24":1,"#Audio Forward 15 Seconds-6:29/12:24":1,"#Audio Forward 15 Seconds-6:14/12:24":1,"#Audio Forward 15 Seconds-5:59/12:24":1,"#Audio Forward 15 Seconds-5:44/12:24":1,"#Audio Forward 15 Seconds-5:29/12:24":1,"#Audio Forward 15 Seconds-5:14/12:24":1,"#Audio Forward 15 Seconds-4:59/12:24":1,"#Audio Forward 15 Seconds-4:44/12:24":1,"#Audio Forward 15 Seconds-4:29/12:24":1,"#Audio Forward 15 Seconds-4:13/12:24":1,"#Audio Forward 15 Seconds-3:58/12:24":1,"#Audio Forward 15 Seconds-3:43/12:24":1,"#Audio Forward 15 Seconds-3:28/12:24":1,"#Audio Forward 15 Seconds-3:13/12:24":1,"#Audio Forward 15 Seconds-2:58/12:24":1,"#Audio Forward 15 Seconds-2:43/12:24":1,"#Audio Forward 15 Seconds-2:28/12:24":1,"#Audio Forward 15 Seconds-2:11/12:24":1,"#Audio Forward 15 Seconds-1:53/12:24":1,"#Audio Forward 15 Seconds-1:27/12:24":1,"#Audio Forward 15 Seconds-1:12/12:24":1,"#Audio Forward 15 Seconds-0:57/12:24":1,"#Audio Forward 15 Seconds-0:42/12:24":1,"#Audio Forward 15 Seconds-0:27/12:24":1,"#Visible range of carousel items is 9-9 of 11":1,"#Visible range of carousel items is 8-8 of 11":1,"#Visible range of carousel items is 7-7 of 11":1,"#Visible range of carousel items is 6-6 of 11":1,"#Visible range of carousel items is 5-5 of 11":1,"#Visible range of carousel items is 4-4 of 11":1,"#Visible range of carousel items is 3-3 of 11":1,"#lucero.menchaca@udem.edu":1,"#An interview with University of Oregon professor of psychology, Jennifer Freyd, is presented. She discusses the reasons why a response to shocking or traumatic news important. She recommends some things that human resources (HR) professionals should do when hearing traumatic news. She cites the things that should be done by an HR professional when an employee is distraught and inconsolable.":1,"#What's on employees' minds? Managers proactively seek employee feedback when making decisions, and action occurs at multiple points in the organization. For it's The State of Employee Listening report, the organization interviewed HR decision makers from more than 600 global organizations with 1,000 or more employees about their current employee listening strategy and plans for the future.":1,"#324 Results found for <span ljsid-1=\"\">\"listening to your emotions\"</span>":1,"#The Art of Listening":1,"#Active Listening Leads to Business Success":1,"#Are You Listening?":1,"#Listening Skills":1,"#dario.palomares@udem.edu":1,"#julieta.martinezs@udem.edu":1,"#Emotions aren’t random. They are internal signals meant to guide us toward meaningful action. When processed properly, they help us realign with what matters most.":1,"#Take action. The emotion will likely ease only after it has served its purpose.":1,"#Make a plan. Decide how to realign with that goal.":1,"#Identify the signal. What goal is the emotion pointing to?":1,"#Calm your system. Take time and space to regulate. Time, space, and deep breathing can help restore prefrontal cortex function.":1,"#Acknowledge the emotion. Suppressing it delays resolution.":1,"#So, how do we effectively process an emotion? Try this five-step approach:":1,"#In most mammals, emotions lead quickly to action. Humans, however, often struggle. Many of today’s stressors are internal—thoughts, doubts, future worries—rather than external threats. Our bodies still respond as if we were under physical threat, activating a fight-or-flight response that actually hinders the long-term thinking part of the brain. We end up emotionally overwhelmed and cognitively limited precisely when we need clarity.":1,"#Each emotion carries a signal and an implicit action it wants us to take. Anger tells us there’s an obstacle and pushes us to confront it. Fear warns of a threat and urges protection. Sadness signals loss and asks us to detach from the lost thing and reorient and reengage with other goals and wants. Happiness affirms that we're on the right path and encourages continuation.":1,"#Each emotion carries a signal and an implicit action it wants us to take. Anger tells us there’s an obstacle and pushes us to confront it. Fear warns of a threat and urges protection. Sadness signals loss and asks us to detach from...":1,"#Emotions often get dismissed as irrational or overly subjective, but at their core, they are part of a highly functional system designed to help us pursue meaningful goals. Emotions are goal-oriented. They arise when something important to us—usually a core want—is either threatened, blocked, fulfilled, or lost. If there is no goal or desire, there is no emotion.":1,"#Feedback is a critical element of self-improvement. Waldo Waldman offers tips on how you can become both approachable and coachable, improving both your leadership and your team culture.":1,"#Be Approachable and Coachable":1,"#Following these 8 tips from Todd Cherches will not only make you a better listener, but a better leader as well.":1,"#8 Tips for Being a Better Listener":1,"#Leaders with self-awareness recognize their strengths and weaknesses and interact more effectively with their peers and subordinates. Unfortunately, as individuals advance within organizations, many find it difficult to obtain or accept feedback that contributes to self-understanding. HBR Emotional Intelligence Series: Self-Awareness presented by Harvard Business Review Press offers recommendations from thought leaders and experts that can help leaders of all types modify their behaviors and become more self-aware both at home and at work.":1,"#HBR Emotional Intelligence Series: Self-Awareness":1,"#Lead the Magnet Way":1,"#Upskill your workforce in minutes a day—with content designed for healthcare’s fast-paced environment":1,"#Accelerate Clinical Excellence":1,"#mariac.batarse@udem.edu":1,"#Audio Back 15 Seconds-1:25/14:17":1,"#The article informs that emotional intelligence surpasses intelligence as a component of effective leadership. Topics discussed include motivating people in order to attract and retain talent; the views of Rosie Warin, founder of Kin&Co. on the role of emotional intelligence in understanding people; and emotional intelligence's role in relationship management.":1,"#More Than a Feeling: The Rise of EQ":1,"#351 Results found for <span ljsid-1=\"\">\"emotions\"</span>":1,"#9 Results found for <span ljsid-1=\"\">\"accel 5\"</span>":1,"#1 Result found for \"accel 5\"":1,"#1 Result found for <span ljsid-1=\"\">\"accel 5\"</span>":1,"#Learn how to deliver an effective presentation by overcoming fear and connecting with your audience.":1,"#27 Results found for <span ljsid-1=\"\">\"accel 5\"</span>":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Dan Coughlin":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jocelyn Bérard":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> John P. Kotter":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Sharon Toye, Colin Price":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Ines Wichert":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Brian Klapper":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Ajit Kambil":1,"#400 Results found for <span ljsid-1=\"\">\"accel 5\"</span>":1,"#5% More":1,"#5 Minds for the Future":1,"#The 5 Essential People Skills":1,"#5 Ways to Pay It Forward":1,"#5 Reasons Brands Need a Higher Purpose":1,"#5 Key Steps for Investing in Your People":1,"#5 Ways to Communicate Like a Pro":1,"#The Top 5 Pitfalls That Derail Corporate Decision Making":1,"#Access to Asia":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Karl M. Kapp":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Samir Parikh":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jim VandeHei":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Brandon Bornancin":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Matt Haller":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Sally Lorimer, Arun Shastri, Prabhakant Sinha":1},"version":202421}]