[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"phrase":"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes","candidate":"#","variables":["<var hour=\"\"></var>","<var minutes=\"\"></var>"],"regex":"^#([\\d ]{1,2}):([\\d ]{1,2}) minutes$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":198569},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":198569},{"_id":"outdated","outdated":{"#442 Results found for <span ljsid-1=\"\">\"colesterol\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"bioquimica\"</span>":1,"#426 Results found for <span ljsid-1=\"\">\"bioquimica\"</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">415</span>":1,"#La suscripción annual le ahorra $80/año: 45% menos que el plan mensual":1,"#Las redes sociales han alejado la recaudación de fondos de organizaciones sin fines de lucro de las costosas galas dirigidas a donantes de alto nivel y les han permitido encontrar seguidores entusiastas en línea. En \"Donar en un clic\", Jeremy Berman y Nick Black explican cómo su organización sin fines de lucro puede aprovechar las plataformas de redes sociales que ofrecen herramientas gratuitas para la recaudación de fondos. Estas plataformas le permiten comunicarse con sus donantes individualmente, agradecerles y demostrar el impacto de sus donaciones. Al aprovechar estas herramientas, puede construir una conexión sólida que le impulsará a dar más, conocer qué motiva a sus donantes y descubrir nuevas maneras de obtener su apoyo continuo.":1,"#Hemos actualizado nuestro Aviso de Privacidad. <a ljsid-1=\"\">Revise el Aviso de Privacidad actualizado.</a>":1,"#Janice Omadeke":1,"#Mentorship Unlocked":1,"#Richard Hagberg, Tien Tzuo":1,"#Ethan Kross":1,"#417 Results found for <span ljsid-1=\"\">\"9 Ways to Improve Communications\"</span>":1,"#Yeni bir pencerede harici bir web sitesi açar":1,"#ca541444@uaeh.edu.mx":1,"#8233 - 8235 of 8235":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Mark J. Koehler":1,"#<span ljsid-0=\"\">Learning Path</span> <span ljsid-2=\"\">|</span> Selena Rezvani":1,"#LP001_Dummy_Cache":1,"#LP002 Dummy a":1,"#We’ve updated our Privacy Notice. <a ljsid-1=\"\">Review the updated Privacy Notice.</a>":1,"#bannerMessage: We’ve updated our Privacy Notice. <a ljsid-1=\"\">Review the updated Privacy Notice.</a>":1,"#Shawn Veltman, Noah Fleming":1,"#Liked <span ljsid-2=\"\">(44)</span>":1,"#Finance & Economics":1,"#Recently Viewed <span ljsid-2=\"\">(309)</span>":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#The Imperatives":1,"#However, both leaders relied on morally shocking actions to challenge the prevailing moral order, particularly in the context of moral anomalies. These actions could have threatened their careers or well-being, but both leaders could justify seemingly unethical actions to establish their desired moral order. For Churchill, these actions included directing troops to fight to the death and kill key allies. For Walker, they included betraying her mentor, divorcing her less-ambitious husband, and bullying a neighbor to give her hair-model daughter up for adoption.":1,"#Matthew Hancocks":1,"#In <strong ljsid-1=\"\">Leadership as Masterpiece Creation</strong>, Spinosa, Hancocks, and Tsoukas offer counterpoints to several modern leadership strategies and encourage you to focus on the masterpiece you want to create. Folding in practices such as managing moods, building trust, listening for difference, and speaking truth to power, the authors highlight how you can create an organizational culture, strategy, and leadership style that your customers, employees, and stakeholders will admire.":1,"#Making Your Leadership Style a Masterpiece":1,"#Clicking this link will redirect to relevant products for the Authors Charles Spinosa.":1,"#Clicking this link will redirect to relevant products for the Authors Haridimos Tsoukas.":1,"#Spinosa, Hancocks, and Tsoukas conclude that you must develop a personal style of leadership that allows you to practice the previously described skills, draw admiration, and encourage the acceptance of the moral risks you take. Their advice runs counter to several contemporary leadership maxims, which emphasize building herd-like followership rather than authentic support in creating a masterpiece.":1,"#The final skill is moral risk-taking. Spinosa, Hancocks, and Tsoukas explain that a commitment to a clear mission and truth-seeking can help you and your team take on difficult odds, be courageous, be self-sacrificing, and endure hardships. They believe the outcomes of a moral masterpiece are worthwhile.":1,"#Another skill is putting truth first. The authors coach you to seek and express difficult truths, placing more importance on truth than on compassion. They encourage you to engage with your customers, employees, and shareholders to find hidden truths, verify them, and share those that you find to be important, clear, and compelling.":1,"#The authors close with seven steps you can take to create and revise your masterpiece-focused leadership style. First, tell a story of who you are. Second, include an honest account of the virtues you exhibit. Third, explore the challenges of your current leadership style and how your virtues may contribute to them. Fourth, characterize your less helpful virtues in a way that will help you detach from them. Fifth, note and characterize the new virtues you adopt. Sixth, develop an image that helps you name and describe your new admirable leadership style and then apply it in times of moral risk. Seventh, retell your story so it incorporates your new leadership style and virtues.":1,"#The authors provide another example in Madame C.J. Walker, who inspired many Black women to make their lives a masterpiece by adhering to the aspirational, clarifying moral norms of industriousness, mutual care, and self-reliance as she ran her business. She showed women how to care for their hair, an act that aligned with her moral order of aesthetic, financial, and moral good.":1,"#One is Winston Churchill, who led the UK through World War II with a set of norms that were radically different than those it abided by in its pre-war state. Churchill organized the country through ruthlessness and a call for victory at all costs. Brutal realism and buoyancy rounded out his new moral order, which served to inspire civilians and the troops.":1,"#As a leader, there are specific skills you can develop to impact the moral fabric of your company.":1,"#Another skill is harnessing trust. The authors assert that trust can be gained at first sight, especially when people and organizations model virtues you admire. You can leverage this phenomenon as a leader. Showing classic virtues—courage, prudence, justice, temperance, hope, faith, or love—or modern virtues—wit, generosity, responsiveness, resourcefulness, initiative, creativity, productivity, speed, precision, athleticism, or strength—can be cause enough to earn trust. The key is to spot what others are eager to admire in you and the organization and ensure that it’s evident.":1,"#A third skill is listening for difference, or as the authors explain, listening with such care that you can determine where others might think you are terribly wrong in your opinion or approach. Spinosa, Hancocks, and Tsoukas recommend taking notice of ethical, political, social, gender, racial, and cultural nuances that will help you recognize what matters to a person, form interpretations of their beliefs, find similarities to build on, and make connections that bridge the differences.":1,"#One of these skills is managing moods. Spinosa, Hancocks, and Tsoukas explain that moods are contagious. One person’s mood of fear, hostility, or positivity will drive them to take specific actions and spark a rippling effect throughout a company. When people are in a similar mood, they communicate and coordinate accordingly. If you can inspire a desired mood, whether by modeling it, motivating it, or shifting it through storytelling, you can encourage your team to take actions that contribute to better business results and, potentially, better lives.":1,"#Spinosa, Hancocks, and Tsoukas assert that bold risks can resolve moral anomalies, but in most cases, leaders must influence others to act appropriately. They caution you against becoming a jerk or tyrant, but instead, to act in ways that allow you to sleep well at night and feel confident that you’re creating a moral difference. However, they also state that leaders can’t build moral masterpieces without morally shocking actions.":1,"#Clicking this link will redirect to relevant products for the Authors Matthew Hancocks.":1,"#24 minutes":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Marc Harrison":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Heather R. Younger":1,"#By creating psychological safety, measuring openness, and practicing open and honest dialogue, these steps will help you to transform your team's conversations.":1,"#Practice having open anonymous conversations. A great way to do this is to ask team members to think of one question or issue that is being ignored by the team that, if dealt with, would be transformative. Once these submissions are collected anonymously, the team can look for themes and see if one question arises. A great technique for working through this is collective intelligence, where each person silently reflects on the issue, shares their thoughts one by one, and then discusses the themes that emerge.":1,"#Measure the degree to which the team is having open and honest conversations. A simple way to do this, whether in a room or using a virtual whiteboard, is to ask everybody to write down on a post-it note a number between 1 and 10—1 being low and 10 being high—regarding the openness and honesty of team conversations. Keep it anonymous. Once you ascertain a team average, you have a basis on which to work. If, for example, your team average is 6, the question to the team is: How can we move from a 6 to a 7, 8, or 9? What would look better? What would be better?":1,"#Create a psychologically safe environment. There’s been much written about psychological safety, but the essence of it is an environment where people can make mistakes, take risks, be themselves, and speak their minds without fear of reprisal or being shut down.":1,"#Create a psychologically safe environment. There’s been much written about psychological safety, but the essence of it is an environment where people can make...":1,"#The question is, does your team have open and honest conversations? In my work as a team coach, the answer most teams give is “no” or “not enough.” Another insight I've gained over the years is that senior leaders tend to think conversations are more open and honest than the rest of the team do. So, what can we do? I'm going to suggest three ways in which you can have more open conversations within your teams.":1,"#Bu web sitesi, temel site işlevlerinin yanı sıra mantıksal analiz, kişiselleştirme ve hedeflenmiş reklamcılık için çerezler gibi teknolojiler kullanır. Daha fazla bilgi edinmek için aşağıdaki bağlantıyı görüntüleyin:":1,"#Bu iletişim kutusunu kapat":1,"#<em ljsid-0=\"\">3. Involve the right team.</em> Setting quotas should be done by the sales organization and the people in finance.":1,"#<em ljsid-0=\"\">2. Remember the people.</em> Solicit input from managers and representatives.":1,"#<em ljsid-0=\"\">1. See beyond a single number.</em> Remember that the quota is just one part of a sales compensation program.":1,"#<em ljsid-0=\"\">3. Decentralized:</em> individual locations choose providers and make purchases":1,"#<em ljsid-0=\"\">2. Preferred provider:</em> headquarters approves providers, but local offices make purchases":1,"#<em ljsid-0=\"\">1. Centralized:</em> headquarters makes all purchases":1,"#ISBN: 9780814432273":1,"#<em ljsid-0=\"\">3. Frequency:</em> Month, quarter, year, and &gt;year":1,"#<em ljsid-0=\"\">2. Level:</em> Company, division, team, and individual":1,"#<em ljsid-0=\"\">1. Measures:</em> Financial (revenue, profit, units), customer (customer mix, product mix), forecast (milestones, activities, events), and qualitative (key sales objectives)":1,"#<em ljsid-0=\"\"> *Hybrids</em> -- These salespeople are those responsible for a bit of everything from managing established accounts to generating leads and closing new sales. Rarely the result of deliberate crossbreeding, Hybrids are the unpredictable offspring born when a company asks a few salespeople to do the work of many without careful matching skills and traits to specific sales strategies. The compensation methods often become similarly jumbled, leading the Hybrids to remain as close as possible to their comfort zones.":1,"#<em ljsid-0=\"\"> *Service Dogs</em> -- Customers rely on these people for assistance and support. Since they are often not seen as having a sales agenda, Service Dogs may have greater access to customers than Dobermans, Retrievers, or even Collies. Highly trained, technically knowledgeable, and detail-oriented, Service Dogs are invaluable, yet often inconspicuous, members of the sales team. Financial incentives matter to Service Dogs, but they are also highly motivated by intrinsic rewards. Service dogs with unique quotas should be offered greater incentives than those with blanket support roles.":1,"#<em ljsid-0=\"\"> *Pointers</em> -- These salespeople are new business developers or inside salespeople who scan the terrain for signs of activity. Pointers usually identify opportunities, and then direct a Doberman or Retriever to close the distance and bring home the sale.":1,"#<em ljsid-0=\"\"> *Collies</em> -- The customers' best friends, Collies stand close by and steadfastly learn the customers' needs and preferences. They can become so comfortable with the customers' environments, in fact, that they may fail to recognize new opportunities. Collie salespeople excel at retaining business and growing it modestly, which makes them faithful watchdogs, while Retrievers engage in penetration selling. Compensation for Collies is generally weighted toward base pay to promote long-term relationships, with enough pay-at-risk to keep them hungry.":1,"#<em ljsid-0=\"\"> *Retrievers</em> -- These salespeople remain constantly alert for opportunities, but rarely stray beyond their current customer bases. If they spot potential new buyers or ways to approach an established base, they will chase it down and deliver it. Although they are willing to sniff out new business, their performances in unfamiliar territory will be undistinguished. Retriever salespeople build relationships, forming lasting bonds; often customers are more loyal to the Retrievers than to the Retrievers' companies. Retrievers work diligently to meet goals and quotas, but need a proper balance between salary and incentives: the incentives should be just enough to motivate them to develop and manage relationships.":1,"#<em ljsid-0=\"\"> *Dobermans</em> -- These are the most active, competitive, and bold salespeople, always on the prowl. Some are great at wresting big accounts away from weaker companies with a show of competence and strength; others excel at securing and patrolling long-term business opportunities for new challenges. Doberman salespeople can require a firm handler to keep them from turning assertiveness into aggression. Motivated by financial rewards and willing to take big risks for big rewards, they live for the \"upside\" -- the special treats offered to high performers. Dobermans are ideal for new customer selling strategies.":1,"#by Mark Donnolo":1,"#<em ljsid-0=\"\">12. Evaluate the program</em> -- Monitor and analyze the sales compensation plan; update and refine as appropriate.":1,"#<em ljsid-0=\"\">11. Operate the program</em> -- Put the sales compensation plan into action.":1,"#<em ljsid-0=\"\">10. 10. Institute the governance process</em> -- Clarify compensation procedures and policies in a \"sales compensation constitution.\"":1,"#<em ljsid-0=\"\">9. Set objectives and quotas</em> -- Prescribe goals for each role, based on an appropriate mix of historic performance and market-based opportunity.":1,"#<em ljsid-0=\"\">8. Align the team</em> -- Preempt potential conflicts among individual sales roles.":1,"#<em ljsid-0=\"\">7. Design mechanics</em> -- Select mix of rate-based (i.e., commission), quota-based (i.e., goal oriented), or linked (i.e., ties commissions to quotas or goals).":1,"#<em ljsid-0=\"\">6. Define levels and timing</em> -- Correlate frequency for metrics to each role's respective sales cycle.":1,"#<em ljsid-0=\"\">5. Develop measures and priorities</em> -- Determine accurate metrics relevant to each role.":1,"#<em ljsid-0=\"\">4. Establish performance thresholds</em> -- Identify minimum performance standards for each sales role.":1,"#<em ljsid-0=\"\">3. Create upside potential</em> -- Formulate added incentives for top performers.":1,"#Clicking this link will redirect to relevant products for the Author Mark Donnolo.":1,"#<em ljsid-0=\"\">2. Calibrate pay mix</em> -- Define the proportions of salary and incentive pay for each role's TTC.":1,"#<em ljsid-0=\"\">1. Determine target pay</em> -- Set the Target Total Compensation (TTC).":1,"#<em ljsid-0=\"\">4. Enablement:</em> (1) tools and technology; (2) training and development; (3) recruiting and retention; and (4) incentive compensation and quotas. The final section of the Revenue Roadmap supports the upstream components of Insight, Customer Coverage, and Sales Strategy. This involves recruiting, retention, training, providing effective tools for the sales force, and aligning the sellers to the sales strategy through incentives and quotas.":1,"#<em ljsid-0=\"\">3. Customer Coverage:</em> (1) sales channels; (2) sales roles and structure; (3) sales process; and (4) sales development. In the third stage, the company should determine how to optimize its channels; define sales and support roles; outline the sales processes; and devise a plan for deploying resources.":1,"#<em ljsid-0=\"\">2. Sale Strategy:</em> (1) products and services; (2) segmentation and marketing; (3) value proposition; and (4) approach to market. Next, the company should develop its sales action plan, which involves clarifying the value propositions for products and services, then defining appropriate target markets and the logical approach to those markets.":1,"#<em ljsid-0=\"\">1. Insight:</em> (1) voice of the customer; (2) macro-market environment; (3) competitor performance; and (4) business performance. A company should begin by identifying its customers and their needs and expectations. It can then properly study its competitors, the macro market, and its own historic and projected revenue and profit performance. Insight allows the company to develop a program that improves value proposition, sales coverage, and the sales process.":1,"#A company's sales compensation plan represents one of its most significant drivers of performance and growth. Nevertheless, too often senior executives fail to recognize critical incongruities between sales strategies and the organization's greater goals. In <strong ljsid-1=\"\">What Your CEO Needs to Know About Sales Compensation,</strong> Mark Donnolo identifies the four major competencies and 16 related disciplines that direct a company's \"Revenue Roadmap\" and enables profitable growth. He shares insights from a range of experts from C-level executives from <em ljsid-3=\"\">Fortune</em> 1000 companies to the \"foot soldiers\" on the front lines of sales. The book concludes with a set of six \"Report Cards\"...":1,"#Compensation programs should not be designed by just the sales or finance teams. C-level executives should weigh in on compensation programs early and often, and people in the field should be allowed to provide their insights and suggestions.":1,"#Sales managers are not just big salespeople. The skills and competencies that make some sales representatives top performers do not usually translate into leadership skills. The best managers may be the second-best salespeople.":1,"#Unfair and imbalanced compensation usually comes from bad quota setting. Companies need good compensation plans and strong, realistic quota-setting processes that align with strategic goals.":1,"#<strong ljsid-0=\"\">Mark Donnolo</strong> has worked as a leading sales effectiveness consultant for more than 25 years, helping many Global 2000 companies, including Bank of America, IBM, Johnson & Johnson, Salesforce.com, Sprint, UPS, and Verizon. He is founder and managing partner of SalesGlobe, a leading sales-effectiveness consulting firm, and is a founder of the SalesGlobe Forum, a sales leadership community teamed with top business schools.":1,"#what-your-ceo-needs-to-know-about-sales-compensation":1,"#Top performers should be differentiated from the rest of the field. Upside potential is an effective way to encourage above-average sales performance.":1,"#In sales performance metrics, simpler is better. Effective sales compensation plans generally use three or fewer measures, with no measure carrying less than 15 percent of the weight of the target incentive.":1,"#<em ljsid-0=\"\"> *Get objective.</em> Recognize that some goals are more difficult to measure quantitatively; performance should be evaluated against the strategic plan.":1,"#There is a direct connection between sales compensation plans and company growth. Often the greatest expense a company incurs, sales compensation is a primary performance driver.":1,"#<em ljsid-0=\"\"> *Shift measures down the income statement.</em> Include measures that add to the bottom line.":1,"#<em ljsid-0=\"\"> *Look at team participation.</em> Measure the percentage of representatives who reached quota and scale incentives accordingly.":1,"#<em ljsid-0=\"\"> *Do a simple roll-up.</em> Totaling the results or incentives of a manager's representatives encourages a management focus.":1,"#<em ljsid-0=\"\"> *Establish pay mix with a longer view.</em> A shallower pay mix may encourage managers to think strategically.":1,"#<em ljsid-0=\"\">10. Do not \"over-, over-allocate.\"</em> Over-allocation means adding a little to each level's goals as insurance. Over-over-allocating means adding too much at too many levels until the goals are no longer realistic.":1,"#<em ljsid-0=\"\">9. Make the approach scalable.</em> Err toward simplicity and streamlining rather than something complex that tries to cover every possibility.":1,"#<em ljsid-0=\"\">8. Fit the methodology to the account type.</em> One size does not fit all.":1,"#<em ljsid-0=\"\">7. Balance market opportunity with sales capacity.</em> Use a multidimensional view when allocating the quota.":1,"#<em ljsid-0=\"\">6. Move beyond history.</em> Acknowledge past performance but lean toward indicators of future market opportunities.":1,"#<em ljsid-0=\"\">5. Get a view from the bottom up.</em> Combine a bottom-up view with top-down expectations.":1,"#<em ljsid-0=\"\">4. Do not get lost in the legacy.</em> The way it has always been done is not always the best way to do it.":1,"#<strong ljsid-0=\"\">What Your CEO Needs to Know About Sales Compensation</strong> will appeal to managers, senior executives, and entrepreneurs who are interested in learning how to leverage sales compensation programs to boost company performance and help achieve the organization's ultimate goals. The book includes insights drawn from interviews with C-level executives and anecdotal lessons from the field that highlight the importance of proper alignment between company goals and sales strategies. A glossary provides concise definitions of many of the book's key concepts.":1,"#Louis C. Mancuso, Reginald L. Bell, H. Kevin Fulk":1,"#Tarun Khanna, Mary C. Beckerle, Nabil Y. Sakkab":1,"#Selena Rezvani, Sandra Davis":1,"#Certificates <span ljsid-2=\"\">(13)</span>":1,"#The article discusses research on product offering innovation choices by managers, noting the working paper \"The High-End Bias: An Irrational Preference of Decision Makers for High-End Over Low-End Innovations\" by researchers Ronny Reinhardt et al.":1,"#The Ethical Imperative":1,"#These days, too many companies prioritize profit over people’s well-being. Consequently, many Americans don’t hold jobs that provide them with the salaries, benefits, and opportunities they need to support their families. In The Ethical Imperative, Andrew C.M. Cooper details how to transform capitalism from the cause of widespread economic inequality to the force behind a thriving society. By adopting the traits and practices of Cooper’s conscientious leadership, you can ensure your company generates collective prosperity for its employees, shareholders, and community.":1,"#In The 5 Types of Wealth, Sahil Bloom explains that you can find truly satisfying wealth when you measure, make decisions, and design your life around the five pillars of a happy existence. His stories, motivational messaging, and thought-provoking exercises can help you reflect on your current wealth status and find ways to retool your approach to living your dream life.":1,"#Andrew C.M. Cooper":1,"#The 5 Types of Wealth":1,"#Recognizing early wins can be a powerful motivator during times of change. Dan Cable shares how leaders can identify and celebrate small successes to sustain momentum, build confidence, and reignite hope in the face of struggle.":1,"#Celebrate Early Wins During Change":1,"#©2026 EBSCO Information Services. All rights reserved.":1,"#Ouvre un site Web externe dans une nouvelle fenêtre":1,"#Fermer les préférences de cookies":1,"#Tout rejeter":1,"#Ouvre un site Web externe":1,"#Charles Spinosa":1,"#Clicking this link will redirect to relevant products for the Topics Sales Management.":1,"#Your organization can become a masterpiece when you lead with a distinctive vision, create moral norms, and take risks that benefit the company and its stakeholders. Even simple practices such as insisting that your team follows its best judgment, works collaboratively, and tells the truth in times of trouble can be transformative in producing good results.":1,"#ISBN: 978-0-2620-4896-5":1,"#by Charles Spinosa, Matthew Hancocks, Haridimos Tsoukas":1,"#What Business Leaders Can Learn from the Humanities About Moral Risk-Taking":1,"#Haridimos Tsoukas":1,"#One is Winston Churchill, who led the UK through World War II with a set of norms that were radically different than those it abided by in its pre-war state. Churchill organized the country through ruthlessness...":1,"#Spinosa, Hancocks, and Tsoukas cite numerous examples of leaders who created moral order with technical and practical proficiency.":1,"#Company success is often measured in terms of profit or performance, but what makes an organization truly great is a leader’s ability to create an impactful and impressive moral order—one that inspires each employee to act for the good of the unit and its stakeholders.":1,"#Leaders as Masterpiece Creators":1,"#In <strong ljsid-1=\"\">Leadership as Masterpiece Creation</strong>, management consultant Charles Spinosa, C-suite leadership coach Matthew Hancocks, and University of Cyprus and Warwick Business School professor Haridimos Tsoukas describe the skills leaders need to change a company’s moral order and create an organizational masterpiece. Drawing on lessons from leaders such as Winston Churchill, Madame C.J. Walker, Ray Dalio, Jeff Bezos, and Anita Roddick, the authors illustrate how the skills they describe can elevate your organization and make it one to admire.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Charles Spinosa, Matthew Hancocks, Haridimos Tsoukas":1,"#In The Wealth Money Can’t Buy, Robin Sharma explores eight facets of wealth you can work toward to improve your life and find personal fulfillment. He explains that growth, good health, a robust family life, craft mastery, a healthy social sphere, an adventure-oriented attitude, and a proclivity to service can all play a part in helping you find contentment. The practices he suggests are easy to understand and implement, allowing readers to find benefits immediately. This book is a must-read for anyone seeking a new and healthy definition of success and who would benefit from an inspirational playbook on how to achieve it. Test":1,"#Source: Communication World":1,"#\"So what\" is where you really start to custom fit your communications. When you ask \"so what,\" you're getting the answers about why should anyone else care about...":1,"#3-communications-basics-that-build-confidence":1,"#According to Megan Rokosh, a global business communications expert with over 12 years' of agency public relations, media and creative strategy experience, \"Some people are paralyzed with fear at the very thought of taking an idea and communicating it, both in the workplace and in their everyday life. However, confidence can be significantly bolstered...":1,"#by Merilee Kern":1,"#Clicking this link will redirect to relevant products for the Author Merilee Kern.":1,"#(1:17 hours)":1,"#LP001_Mudit":1,"#(2:26 hours)":1,"#LP002_Dummy":1,"#(2:28 hours)":1,"#Short description for scorm content for demo":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Joel Schwartzberg":1,"#Michael J. Burchell, John S. Ryan":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Gary C. Cooper":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Robert Iger":1,"#Turno":1,"#Dr. Louise Mahler":1,"#by Scott Eblin":1,"#Clicking this link will redirect to relevant products for the Speaker Scott Eblin.":1,"#Shared Lists":1,"#New Product":1,"#Launch Test":1,"#The boards of too many publicly traded companies are downright timid when considering matters involving science and technology. More often than not, they focus on security and digitization—a defensive posture that fails to consider the bigger opportunities emerging from new materials, space science, and a better understanding of the genome—to name just a few areas of opportunity. It's easy to be lulled into thinking that science does not matter to a nontech company. But that distinction isn't quite so meaningful when it comes to capitalizing on the opportunities from technological change that is now ubiquitous, rapid, turbulent, and often emanating from increasingly unlikely corners. The authors have observed firsthand an effective way to address this gap: the board technology committee. Drawing on the achievements of tech committees at AES, Johnson & Johnson, and Altria (companies for which the authors are or have been directors), they describe how these entities can advance the interests of organizations and offer advice on how to set one up":1,"#Why Motivating People Doesn't Work…And What Does":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Herminia Ibarra":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Howard J. Ross":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#Element Biosciences, a San Diego-based startup, has raised a total of $406 million in funding to develop a DNA sequencing platform that aims to democratize genomic sequencing. The company, founded by Molly He, Michael Previte, and Matthew Kellinger, initially secured $5 million in seed funding in 2017, followed by $15 million in Series A funding in 2018. In 2019, they raised $80 million in Series B funding after developing a prototype of their sequencing tool. In 2020, an additional $30 million was raised to finalize the prototype, and in 2021, the company secured $276 million in Series C funding. By the end of 2023, 112 sequencing machines were in operation worldwide.":1,"#<var num-hours=\"\"></var> hours ago":1,"#Why Managers Prefer to Launch Upscale Goods":1,"#Simon Sinek’s 15th edition of Start with Why reveals that the most successful leaders—from the Wright brothers to Steve Jobs—excelled because they started with why before addressing the what or how. He argues that lasting success is achieved when you can inspire others by clearly communicating purpose, not just delivering products or features you think they’ll value. Although shifting a company’s culture to focus on why can be challenging, Sinek’s framework provides a practical path to achieving a meaningful and lasting influence.":1,"#Start with Why 15th Anniversary Edition":1,"#Your career is too short to waste in unfulfilling roles that don’t make the most of what sets you apart. The changing workplace is providing opportunities to align your career trajectory to your inner light—the unique value you bring to the table through your passions and natural abilities. In What Lights You Up?, Mary Olson-Menzel draws on the methodology that’s helped her executive clients fast-track new roles, promotions, and raises to show how harnessing your light can put your dreams within reach.":1,"#Andrew Harrison":1,"#Clicking this link will redirect to relevant products for the Publisher Personal Excellence.":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Erica Ariel Fox":1,"#semantic search enhancement task video dummy":1,"#©2024 by Massachusetts Institute of Technology":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Des Dearlove":1,"#Mobile & Desktop Apps":1,"#Product Selection Guides":1,"#(1:00 hour)":1,"#short description for my ama microcourse":1,"#In Activate Your Brain, Scott G. Halford explains how the average person can become above average by gaining a better understanding of his or her own brain. Arguing that there is science to becoming a top performer, Halford first explains the basics of neurochemistry. With those preliminaries out of the way, he then shows how anyone with an understanding of neurochemistry can take control of his or her life, build confidence, and achieve goals. By offering readers an inner look at the complex workings of the mind, Halford empowers people to make healthy choices and build rapport with colleagues.":1,"#Adapted by permission of Penguin Random House LLC":1,"#Paul Barbour shares three practical ways to encourage more open and honest conversations within your team. From building psychological safety to using simple tools for team feedback, he explains how leaders can foster a culture of trust and meaningful dialogue.":1,"#How to Have More Open and Honest Team Conversations":1,"#In Gravitas, Dr. Louise Mahler explores the historical origin of communication skills and provides a framework to become a more confident public speaker. The Ancient Greeks and Romans, from their emotional gestures to their rhetorical composition, valued the spoken word more than any modern society. While modern vocal models provide some innovation on public speaking skills, a return to the foundation of speech theory will enable you to overcome performance anxiety, develop strong nonverbal communication skills, and inspire others.":1,"#The article emphasizes the importance of adaptability as a critical skill for organizations navigating rapid changes in today's work environment. It discusses how talent development (TD) professionals can support employees and leaders in mastering adaptability through training, assessment tools, and fostering psychological safety. The piece outlines different types of work—evolutionary, revolutionary, and expansionary—and highlights the need for individuals to understand their personal work preferences to effectively manage change. Ultimately, the article advocates for a structured approach to developing adaptability, which can enhance collaboration, innovation, and overall organizational resilience.":1,"#Develop Adaptability for a More Resilient Company":1,"#Radical Humility":1,"#In Radical Humility, former United Nations Peacekeeping Commander Urs Koenig emphasizes the skills necessary to be successful in today’s complex world: self-knowledge, a focus on strong relationships, and a growth mindset. He shares deep research, practical narratives, and five shifts from a top-down heroic (then) approach to a human-centered humble (now) framework to help leaders of every level become better positioned to succeed in today’s complex world.":1,"#se-accel-Video Meeting Etiquette":1,"#Source: HR Executive":1,"#The Strategic Side Gig":1,"#Listening is one of the most powerful leadership tools, yet it's often overlooked. Paul Barbour offers six practical tips to help you listen more deeply, strengthen relationships, and transform the way you connect with others.":1,"#How to Transform Relationships Through the Power of Listening":1,"#Bookmarked <span ljsid-2=\"\">(6)</span>":1,"#This link is a long link":1,"#Link List 3":1,"#This is a longer link":1,"#Link List 2":1,"#This is a link which could be very long and is very long":1,"#This is a link":1,"#Link List 1":1,"#Link Lists":1,"#Enjoy these free videos, no login required. Sign up for a Free Trial to see all our videos.":1,"#Enjoy these free summaries, no login required. Sign up for a Free Trial to see all our summaries.":1,"#Mahara Inglis":1,"#Politique de confidentialité":1,"#by Paul Barbour":1,"#Clicking this link will redirect to relevant products for the Speaker Paul Barbour.":1,"#Vous permettre de partager du contenu sur les réseaux sociaux ou les plateformes présents sur notre site Internet":1,"#Personnaliser notre contenu éditorial en fonction de votre navigation":1,"#Afficher des publicités personnalisées basées sur votre navigation et votre profil":1,"#Mesurer l'audience de la publicité sur notre site, sans profilage":1,"#Notre site Web peut utiliser ces cookies pour :":1,"#Pour améliorer votre expérience, nous (et nos partenaires) stockons et/ou accédons à des informations sur votre terminal (cookie ou équivalent) avec votre accord pour tous nos sites et applications, sur vos terminaux connectés.":1,"#Greg Dinkin, Patrick Bet-David":1,"#Accel5 provides lessons from leading experts, including best selling authors, executives, eductors, and entrepreneurs":1,"#In the business world, getting your message across is essential. And yet many professionals still struggle to do so. Writing, Presenting, and Communicating with Confidence from Harvard Business Review Press aims to solve this problem with its collection of essays describing how to strengthen your communication skills while overcoming common obstacles. Organized into five sections, this book outlines strategies for you to become a better, more persuasive communicator in person, on paper, and online.":1,"#Writing, Presenting, and Communicating with Confidence":1,"#Most presentations are awful. 80% of professionals shifted their focus away from the speaker during the last presentation they attended. Alain Hunkins shares the 4 essentials needed to give a killer presentation.":1,"#Ouvre dans une nouvelle fenêtre":1,"#Clicking this link will redirect to relevant products for the Publisher AMACOM.":1,"#The discusses a tax strategy that allows individuals to make a million dollars or more without paying taxes on it. The strategy involves combining a business or investment idea with a Roth IRA structure and making regular contributions to the account.":1,"#Mark J. Koehler":1,"#If you aren’t passionate about the services you offer, then you may be selling out on yourself. Sales and marketing expert Stacey Hall demonstrates how you can stop selling out on yourself, and start making more sales.":1,"#How to Stop Selling Out on Yourself":1,"#Discussing money can be uncomfortable, but it doesn’t have to be. Lou Diamond shares practical tips on how to approach financial conversations with confidence by leading with value and embracing your worth.":1,"#How to Talk About Money in a Sales Conversation":1,"#Recurring conflicts fall into a pattern. Jennifer Goldman-Wetzler reveals 5 of the most common conflict patterns and how to avoid them.":1,"#Clicking this link will redirect to relevant products for the Topics Trust.":1,"#Robert (“Bob”) Iger is the sixth CEO of the Walt Disney Company. After working for the organization for 45 years, first at ABC and then at Disney post-merger, he’s convinced he has the “happiest job in the world.” Of course, that isn’t to say his work has been without challenges. In his book, The Ride of a Lifetime, Iger shares the lessons he learned while climbing the ranks, leading through transitions, and overseeing major acquisitions, including with big-name industry players such as Pixar, Marvel, Lucasfilm, and 21st Century Fox. This book, which was published before Iger departed from the company in 2020 and subsequently returned in 2022, details what it means to lead. He provides essential takeaways you can implement today to become a more purposeful leader.":1,"#Recommended":1,"#Source: Forbes.com":1,"#Teams come together in sports, communities, and workplaces to accomplish shared goals, but few become the powerhouse performers that achieve the impossible. But what drives these powerhouse teams to success, and more importantly, how can you, as a leader, harness that magic to propel your own team to greatness? Shane Snow, the author of Smartcuts and cofounder of Contently, studied great teams in sports, business, the arts and sciences, and society to uncover the answer. He observed that these top-performing teams don’t rely on platitudes of cooperation and teamwork. Instead, he points to counterintuitive qualities that drive them to rise to their challenges as an unstoppable force. In Dream Teams, Snow explains these qualities and how you can replicate them to create breakthroughs.":1,"#Recommended Content":1,"#Portfolio":1,"#Cash flow is critical to a business but does not necessarily measure operating results. Income statements match the effort and accomplishment that result from operations. Balance sheets are a list of a company’s assets and how they are funded. Pro forma income statements and balance sheets, as well as cash flow statements, can be used to estimate a company’s financial position after implementing expansion. A company’s cash position has many different components: it’s ability to meet short-term cash needs (solvency), its financial flexibility (capital structure), and its annual cash flow (statement of cash flows).":1,"#People often feel pressured to say “yes” to every request or opportunity. Lindsey Pollak discusses steps you can take to become better at saying “no.”":1,"#Say \"Yes\" to Saying \"No\"":1,"#The 5 Most Common Conflict Patterns":1,"#In Why Motivating People Doesn’t Work…And What Does, Susan Fowler provides an innovative approach based on scientific research for reframing traditional motivation strategies in the workplace. This approach helps to increase productivity and engagement while providing a sense of purpose and fulfillment for leaders and those who work for them. Her optimal motivation theory approach moves away from an external rewards system and focuses instead on the need for choice, connection, and competence, which results in more meaningful and sustainable motivation. Numerous real-life examples illustrate the way the process works.":1,"#A.G. LAFLEY":1},"version":198569}]