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This learning path offers simple, research-backed mindfulness techniques you can seamlessly weave into your daily routine—helping you reduce stress, sharpen your focus, and take better care of your mental well-being while getting things done.":1,"#Practicing Mindfulness at Work":1,"#The article discusses the evolution of workplace learning and support tools, highlighting a shift from memorization to immediate, context-aware support facilitated by artificial intelligence (AI). Organizations are increasingly adopting AI-powered knowledge tools that provide real-time information retrieval, enhancing employee efficiency across various sectors, including call centers, sales, and HR. This transition necessitates new training approaches, focusing on teaching employees how to effectively utilize these tools while still recognizing the importance of developing interpersonal skills through practice. Learning and Development (L&D) professionals are adapting their roles to curate knowledge for AI systems, ensuring that critical information is accessible and contributing to a centralized knowledge ecosystem that supports organizational performance.":1,"#Learning in the Flow: Retrieval vs. Memorization":1,"#The article focuses on the importance of interpersonal dynamics in high-pressure environments, drawing parallels between NASA's space missions and organizational management. It highlights the Process Communication Model (PCM), developed by Dr. Taibi Kahler, which identifies behavioral patterns that can help teams manage stress and conflict effectively. The author argues that organizations often fail not due to a lack of data or tools, but because they lack the skills to navigate human interactions under pressure. By fostering a culture of connection and accountability, leaders can enhance performance and retention, ultimately preventing the erosion of trust and culture within their teams.":1,"#Andrea Naef":1,"#NASA Didn't Need Perfect People. Neither Do You.":1,"#You are currently logged in as mrunal.jamsandekar+06@zeuslearning.com":1,"#No Results found for \"dermatologia\"":1,"#No Results found for \"dermatology\"":1,"#4921 - 4923 of 4923":1,"#olga_zarco1991@uaeh.edu.mx":1,"#ISBN: 978-1-52300-719-6":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Robert Biswas-Diener</a></strong> is a well-being researcher with 75 academic publications who has shared his expertise in keynotes and workshops in 30 nations. He’s also widely recognized as a pioneer of positive psychology coaching and is passionate about training ethical and effective coaches. Biswas-Diener’s previous book, <em ljsid-2=\"\">Positive Provocation</em>, was short-listed for the Thinkers50 Coaching and Mentoring Award.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Christian van Nieuwerburgh</a></strong>, PhD, is a leading academic and executive coach. He’s Professor of Coaching and Positive Psychology at RCSI University of Medicine and Health Sciences (Ireland) and Principal Fellow at the Centre for Wellbeing Science of the University of Melbourne (Australia). Nieuwerburgh delivers consultancy, training, and executive coaching globally, regularly presenting in the United States, the United Kingdom, Europe, Australia, New Zealand, and the Middle East.":1,"#It may be difficult for leaders to create fertile ground in conversation because of their hierarchical role, but you can always meet others where they are and validate their worries, triumphs, and experiences regardless of status. Good conversation knows no bounds.":1,"#<em ljsid-0=\"\">Supportive relationships:</em> Guarantee that everyone can invest time and energy into one another within the conversation.":1,"#<em ljsid-0=\"\">Autonomy</em>: Foster conversations that encourage and empower others.":1,"#<em ljsid-0=\"\">Change</em>: Accept the possibility of change and maintain an open mind.":1,"#<em ljsid-0=\"\">Timely conversations</em>: Be readily available, present, and focused on your conversational partners.":1,"#<em ljsid-0=\"\">Trust</em>: Make yourself trustworthy and open to vulnerability.":1,"#Great conversations, regardless of culture, all start on fertile ground. As a listener or a speaker, ensure you set up your conversations with the following values:":1,"#Cross-cultural dialogues are often rife with misunderstandings, as every culture has its own norms, standards, and roles for conversational etiquette. However, there’s a fine line between being open to cultural expectations and generalizing people into stereotypes and harmful biases. As a radical listener, use cultural generalizations lightly as a guide for conversational etiquette rather than letting it dictate your actions.":1,"#©2025 by Christian van Nieuwerburgh and Robert Biswas-Diener":1,"#Part Four: The Listening Context":1,"#Use interjections to seek additional information, to highlight something that went unnoticed, and to steer conversation. Also note that every culture has different expectations on when and how to interject, if at all, so you may have to code-switch and alter how you approach a conversation depending on cultural values.":1,"#Interjections differ in size and politeness, but generally you should only use interjections that are polite and small. Humor can be greatly appreciated or heavily discouraged in a conversation, so if you plan to interject with a joke, make sure the person will welcome it.":1,"#Interjections are defined as “overlapping speech,” such as when two people talk to themselves during a group discussion, react suddenly with a word or sentence, interrupt a conversation because of the time or the environment, and, in worst case scenarios, steal the spotlight and take over the conversation entirely.":1,"#Interjections are often ridiculed and considered harmful for conversation; they typically go against our inclination to take turns while speaking. However, people interject in conversation more than you might realize, and when done correctly and respectfully, interjections can breathe life into conversation.":1,"#Interjecting":1,"#Avoid clustering questions together in rapid succession, rambling from one question to another without any clear point, and asking random questions that have no pertaining value to the conversation. You should also avoid <em ljsid-1=\"\">trojan horse questions</em>, which are disguised to give advice, and presenting rhetorical questions to make or defend points rather than actively engage in an equal conversation.":1,"#<em ljsid-0=\"\">Future-focused questions</em> ask about the speaker’s future and show interest in how the conversation might occur again.":1,"#<em ljsid-0=\"\">Celebratory questions</em> praise and honor the speaker by highlighting them and their accomplishments.":1,"#<em ljsid-0=\"\">Emphatic questions</em> display your interest in a topic with great enthusiasm.":1,"#by Robert Biswas-Diener, Christian Van Nieuwerburg":1,"#<em ljsid-0=\"\">Confirmatory questions</em> help us understand specific parts of a discussion and can be used to highlight particular moments in a conversation.":1,"#<em ljsid-0=\"\">Supplementary questions</em> ask for additional information to show your interest in a conversation.":1,"#We use <em ljsid-1=\"\">closed questions</em> to ask for specific yes or no answers, <em ljsid-3=\"\">narrowing questions</em> to obtain clear information, and open-ended questions to get thoughtful and in-depth responses. Each type of question has its use case, and as a radical listener, it’s important to know which types help move a conversation forward and show your interest and which ones can derail a discussion:":1,"#Questions are crucial for communicating and building relationships. They help us ask for clarification and information, demonstrate interest, and set up conversations to continue.":1,"#<em ljsid-0=\"\">Joining</em> indicates that you’re sharing and partaking in the emotional experience of the conversation.":1,"#<em ljsid-0=\"\">Affirming</em> clearly states that you value the other person and care about them.":1,"#<em ljsid-0=\"\">Up-playing</em> lightly displays interest and confirmation in a topic, such as summarizing what the speaker has already said or extending the conversation to the next bid.":1,"#<em ljsid-0=\"\">Flatlining</em> displays a completely neutral response that has no indication of how the listener feels about the conversation. Flatlines should be used rarely to avoid controversial topics that may jeopardize relationships.":1,"#<em ljsid-0=\"\">Downplaying</em> ignores particular topics in the conversation and gives them less weight.":1,"#The Art of True Connection":1,"#<em ljsid-0=\"\">Dismissing</em> invalidates what the speaker’s trying to say.":1,"#<em ljsid-0=\"\">Denouncing</em> rejects a speaker’s thoughts and ideas entirely.":1,"#There are seven types of bids. The first three are destructive and should be avoided:":1,"#Conversation can be thought of as a flow of <em ljsid-1=\"\">bids</em>—interactions between both the speaker and listener that move conversation forward. Accepting a bid inherently strengthens your bond with people, whereas rejecting one weakens bonds. The best type of bid acknowledgment comes from active and constructive responses, displays of authentic interest that confirm you’re paying attention and can validate the speaker’s thoughts and feelings.":1,"#Radical listening is all about respecting, acknowledging, and validating conversational partners as human beings. The way we listen and respond to others reflects our ability to build and maintain relationships, so it’s crucial that you acknowledge others in conversation and avoid responses that can be destructive.":1,"#Acknowledging":1,"#<em ljsid-0=\"\">Interjections</em>: Strategic interruptions that showcase interest and move the conversation forward.":1,"#<em ljsid-0=\"\">Questions:</em> Displays of curiosity in both the conversation’s topic and the speaker themself.":1,"#<em ljsid-0=\"\">Acknowledgements</em>: Physical validations that display your engagement.":1,"#Alongside internal listening skills, demonstrate you’re listening to your conversational partner through physical, external means. To be a radical listener, you must practice the following skills to show that you’re an active participant in a conversation:":1,"#Clicking this link will redirect to relevant products for the Authors Christian Van Nieuwerburg.":1,"#Part Three: External Listening Skills":1,"#The best way to be accepting is to be curious and practice intellectual humility. Humility helps us to accept what we don’t know and combat uneducated opinions and unfair biases, while curiosity can create an aura of mystery that rewrites the unknown as something intriguing rather than fearful.":1,"#As a listener, create an accepting atmosphere by using an <em ljsid-1=\"\">acceptance-oriented thinking</em> approach. This technique embraces flexibility and remaining open to new views and ideas, as well as tolerating what’s unfamiliar and unknown. Sadly, judgments and biases exist within all of us, so instead of pretending they don’t exist, acknowledge your faults and possible assumptions and allow others to both prove you wrong and surprise you.":1,"#People often overlook the importance of acceptance in conversation. Acceptance doesn’t equate to agreeing with everyone; it encourages both speakers and listeners to keep an open mind and avoid judgments and biases that would otherwise impact discussion.":1,"#Accepting":1,"#You don’t always want to be the same level of quiet throughout an entire conversation, but ensure you create space for the speaker to think through their thoughts and process any ideas that come to mind. You also might struggle to listen in a conversation if your mind isn’t quiet or your “mental chatter” is distracting you.":1,"#Quiet helps speakers and listeners flow from topic to topic and should fluctuate depending on the people involved. Additionally, every culture has different views and roles on silence, so maintain an open mind about how your conversation partner’s culture may affect the flow of silence.":1,"#Silence greatly impacts how a conversation unfolds. We often assume that when listeners are quiet that they’re paying attention and when speakers are quiet that they’re thinking about what to say. Sometimes quiet occurs intentionally, accidentally, during a dramatic pause in a story, or simply because the conversation takes place in a quiet space like a library. However, there are other ways to strategically use silence as a radical listener.":1,"#Quiet":1,"#Listen as a group. We pay more attention when we share collective experiences with others.":1,"#Christian Van Nieuwerburg":1,"#Be intentional about what you’re listening for; your intentions directly influence what you notice in conversation.":1,"#Use <em ljsid-1=\"\">selective attention</em> (also called tunnel vision) at the cost of being able to focus elsewhere.":1,"#Remove distractions such as phones from your environment and only allow interruptions if they’re necessary.":1,"#Realign your priorities so you have more time and energy for conversations.":1,"#Multitask less so you can fully focus on the speaker.":1,"#To notice in radical listening requires a conscious, sustained effort that’s not at all passive. To truly practice noticing in a conversation, try the following strategies:":1,"#Noticing":1,"#<em ljsid-0=\"\">Acceptance</em>: The capacity to keep an open mind, stay humble, and remain curious.":1,"#<em ljsid-0=\"\">Quiet</em>: Knowing when to use silence and pauses.":1,"#<em ljsid-0=\"\">Noticing</em>: The ability to pay attention.":1,"#Clicking this link will redirect to relevant products for the Authors Robert Biswas-Diener.":1,"#To become a radical listener, you must internalize three critical listening skills:":1,"#Part Two: Internal Listening Skills":1,"#Additionally, intentions that hide an ulterior motive, such as wanting to brag, judge, and undermine the speaker by using their words against them, will always lead to unsatisfactory and toxic conversations. Instead, listen to understand more about the listener, the conversation as a whole, and topics that particularly interest you.":1,"#Not having time to commit to a conversation.":1,"#Believing you know better than the speaker.":1,"#Predicting where the conversation will go and attempting to read the speaker’s mind.":1,"#Offering unsolicited advice.":1,"#Comparing your personal experiences with the speaker’s.":1,"#However, simply having an intent does not guarantee your desired outcome. Some conversational habits will block you from building connections regardless of intent. Try to avoid the following when listening in a conversation:":1,"#The best listeners have a true purpose for listening and ensure that a conversation is a two-way interaction. For example, every conversation should have a desired outcome, such as strengthening a relationship, learning something new, or showing you appreciate and care about your conversational partner. This strategy comes from <em ljsid-1=\"\">outcome-based listening</em> and encourages listeners to notice what speakers are asking for in a conversation and delivering on such requests, whether explicitly or implicitly stated.":1,"#Robert Biswas-Diener":1,"#Most conventional listening practices prioritize understanding and comprehension, but there’s a better way to listen that also builds connections and relationships. <em ljsid-1=\"\">Radical listening</em> helps improve conversations by focusing on our intentions first and using internal and external skills to foster a healthy and inviting environment for both the listener and the speaker. In other words, radical listening turns listening into an active role in conversation rather than a traditionally passive one.":1,"#Most conventional listening practices prioritize understanding and comprehension, but there’s a better way to listen that also builds connections and relationships. <em ljsid-1=\"\">Radical listening</em> helps improve conversations by focusing on our intentions first and using internal and external skills to foster a healthy and inviting environment for...":1,"#We live in a digital age rife with loneliness and a persistent decline of true, interpersonal relationships. Technology has made us more distracted and prone to multitasking than ever before. As social creatures by nature, we need true connection with others, and the best way to connect is through conversation.":1,"#Part One: Introduction to Radical Listening":1,"#<em ljsid-0=\"\">Context is key</em>. Everyone holds different conversational norms and boundaries depending on their culture, personality, and the setting of the conversation. Set yourself up for success by creating a conducive conversational environment.":1,"#<em ljsid-0=\"\">Display that you’re listening</em>. Being a good listener requires you to show you’re doing the work: Acknowledge your conversational partner’s topics, ask questions to showcase your curiosity, and interject only when necessary to keep the flow of conversation moving.":1,"#<em ljsid-0=\"\">Adopt acceptance-oriented thinking</em>. You don’t have to agree with everyone in every conversation, but you must practice awareness of your own biases and judgments to see others’ points of view.":1,"#<em ljsid-0=\"\">Provide your full attention</em>. Because technology is constantly vying for your attention, prioritize staying present and attentive in conversations and forego multitasking.":1,"#<em ljsid-0=\"\">Know your intentions</em>. To be a radical listener, you must have clear intent for what you want out of a conversation.":1,"#Conversation is the best way to connect with others, and the best conversations include both speakers and listeners as active participants. Most people don’t refer to listening as an active conversational skill; however, good listeners listen with intention, keep an open mind, and remain curious to connect with others deeply. In <strong ljsid-1=\"\">Radical Listening</strong> by Christian Van Nieuwerburgh and Robert Biswas-Diener, learn how to approach conversation from a listener’s perspective and adopt specific skills, techniques, and concepts to enhance your conversations and foster deeper connections.":1,"#Studies of leaders show that one mentor is rarely the answer. In a study of executive women, these leaders encountered...":1,"#Clicking this link will redirect to relevant products for the Speaker Shannon Polson.":1,"#Determining that IQ, as a singular measure of competence, could no longer be supported, Harvard professor, Howard Gardner, proposed (in Frames of Mind, 1985) a range of key competencies, which he calls multiple intelligence (MI). Daniel Goleman's Emotional Intelligence (1995) popularized Gardner's notion and instigated widespread interest in the developmental possibilities of the MI model. In 2005's Social Intelligence, Karl Albrecht explored \"Social Intelligence\" (SI), a dimension of MI, which he defined as both the ability to get along with others and a set of practical skills for interacting successfully in any setting. A year later, Goleman followed suit with his own treatment of the subject. With the steadily growing acceptance of the idea of MI, and the popularity of Emotional Intelligence and Social Intelligence, Albrecht believes the next category to explore would seem to be \"Practical Intelligence-the mental ability to cope with the challenges and opportunities of life\" (i.e., the art and science of common sense).":1,"#by Shannon Polson":1,"#Doug Howarth":1,"#In a world obsessed with optimization, Julie Winkle Giulioni advocates for strategic sub-optimization. By creating space for serendipity and redefining success, leaders can foster sustainable results and reclaim joy, creativity, and meaningful connections.":1,"#Using Strategic Sub-Optimization to Create Space for Well-Being and Success":1,"#Robert Biswas-Diener, Christian Van Nieuwerburg":1,"#Steve Dennis":1,"#Leaders Leap":1,"#Nisha Paliwal, Wilhem Bielert, Michael Proksch":1,"#Vicki Halsey, Ken Blanchard, Kathy Cuff":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#In Reimagining Luxury, Diana Verde Nieto addresses the luxury industry’s need for sustainable change and describes the actions some companies are already taking. By following her real-life examples and actionable steps, you can become a reimaginer and implement environmental, social, and governance changes at both an individual and organizational level.":1,"#Reimagining Luxury":1,"#In Unreasonable Hospitality, Will Guidara explores how the concept of hospitality, delivered to the point of abundance, can be transformative for your customers, employees, and bottom line. With proven strategies backed by real-world applications, he shows you how you can begin constructing a culture of unreasonable hospitality within your organization.":1,"#Unreasonable Hospitality":1,"#People who live with intention feel greater agency, engagement, and authenticity in their professional and personal lives. In Intention, Mike James Ross, Sekoul Theodor Krastev, and Dan Pilat explore the five ingredients of intention—willpower, curiosity, integrity, intention, and habits—and how exercising these elements can lead people to higher levels of performance.":1,"#Obtaining an MBA requires a significant investment of time and money. Instead, establishing a foundational knowledge of balance sheet management, cash flow systems, and cost structures better enables you to navigate markets and generate shareholder value. In The 12-Week MBA, Bjorn Billhardt and Nathan Kracklauer detail the best value generation and management methods to help you become a business leader and grow your organization. By combining value generation with collaborative leadership, structured decision-making, and organizational trust, you can cultivate excitement in the workplace and profit for your shareholders.":1,"#The 12-Week MBA":1,"#The article discusses the need for a new leadership model that empowers all employees to take ownership and exercise agency in their roles, moving away from traditional command-and-control management styles. It highlights the detrimental effects of micromanagement and emphasizes the importance of fostering an environment where employees feel safe to make decisions and contribute ideas. The article provides examples of organizations, such as Toyota and Day & Zimmermann, that successfully implement practices encouraging individual and team agency, ultimately leading to improved decision-making, employee engagement, and organizational performance. It also outlines strategies for talent development professionals to support this cultural shift, including coaching leaders to become more supportive and creating clear decision-making frameworks.":1,"#A Leader in Every Seat":1,"#Strong leaders don't just drive results—they lift people up along the way. In this learning path, you'll discover practical steps and powerful insights to lead with empathy, hold others accountable with compassion, and create a culture where people feel seen, supported, and inspired to thrive.":1,"#Being a Compassionate Leader":1,"#Recognizing people is not that hard to do. It's surprising how few people do it well. It starts with asking people what they most value. And this is often surprising, because a lot of managers assume that people will say they want more money, and maybe someone does—I can't rule that out. But more times than not, as I've done that, and asked people across the country in hundreds and hundreds of sessions, the things that come up tend to be simple, thoughtful gestures from people they hold in high esteem about a job they did well and the pride...":1,"#Kaley Klemp, Jim Warner":1,"#Having pondered why some people with very high IQ scores fail miserably in their personal lives, Harvard professor Howard Gardner, concluded that the concept of \"intelligence,\" as a singular measure of competence, could no longer be supported. Thus, he posited the notion (in Frames of Mind, 1983) of multiple intelligence (MI)-a range of key competencies, which exist in various proportions in various individuals. Daniel Goleman's landmark, Emotional Intelligence: Why It Can Matter More Than IQ (1995), popularized this notion and launched widespread interest in the developmental possibilities for the MI model. Now, in Social Intelligence, Albrecht explores social intelligence (SI), a dimension of MI, which he defines as the ability to get along well with others and a set of practical skills (situational awareness, presence, authenticity, clarity, and empathy) for interacting successfully in any setting. His integration of these key dimensions creates a comprehensive model-S.P.A.C.E.-for describing, assessing, and developing SI at a personal level, as well as a set of practical guidelines for using this formula as an effective diagnostic and developmental tool for professional and personal success.":1,"#Accountability isn’t about assigning blame—it’s about creating a culture where everyone owns their impact and outcomes. In this learning path, you’ll discover how to set clear expectations, foster a sense of shared responsibility, and lead with the kind of clarity and trust that inspires teams to consistently deliver their best.":1,"#Driving Team Accountability":1,"#Your professional brand speaks before you do—make sure it’s saying the right things. In this learning path, you’ll learn how to craft a compelling personal brand, boost your online presence, and confidently promote your unique value to stand out in today’s competitive job market.":1,"#Elevating Your Professional Image":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,"#Clicking this link will redirect to relevant products for the Speaker Bob Nelson.":1,"#Octavius Black, Sebastian Bailey":1,"#Many people spend years trying to quit their smoking or drinking habits, lose weight, save money, or improve relationships. These efforts often fail because few of these people formulate plans before they begin. In Changeology, university professor and clinical psychologist John C. Norcross has designed a ninety-day plan that lays the groundwork for people who are seeking positive changes in their lifestyles. Norcross insists that people can change their lives on their own, without the assistance of expensive psychologists, therapists, athletic trainers and other professionals. Through his 30 years of research, Norcross has discovered that more than three-quarters of people who change their behavioral problems have done so on their own, without professional treatment. Call it self-reliance, the “do-it-yourself nation,” or the “Home Depot effect,” but the most common way that people can change is on their own.":1,"#Great leaders don’t just manage tasks—they protect their teams from burnout. In this learning path, you’ll uncover proven strategies to recognize early signs of stress, reduce unnecessary pressure, and build a resilient team culture where people can thrive even in high-demand environments.":1,"#Fostering Stress-Proof Teams":1,"#by Kaye, Beverly":1,"#career-development-conversations":1,"#<strong ljsid-1=\"\"> Meet ever-expanding expectations. </strong> Every quarter, you're asked to achieve a little (or a lot) more...":1,"#Stephen Dyer, Kai Engel, Violetka Dirlea, Jochen Graff":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#<var num-hours=\"\"></var> hours ago":1,"#Whereas Lean thinking has traditionally been applied to manufacturing, it has great potential to improve other areas of operation as well. It can even benefit organizations that are not involved in manufacturing. The difficulty lies in the fact that, unlike production, business processes are not visible. In The Remedy, Pascal Dennis illustrates how Lean thinking can be utilized to improve organizations in areas other than manufacturing. Individuals who gain a solid understanding of Lean principles will learn how to apply them to any area in need of improvement. The book follows the rejuvenation of the fictional automotive company, Taylor Motors, as plant manager Tom Papas and other high ranking officials apply lean practices throughout the organization.":1,"#Virtual conversations can often feel distant and draining. Lou Diamond shares simple strategies to boost energy, focus attention, and create more engaging, meaningful virtual interactions.":1,"#How to Connect with Your Audience Virtually":1,"#Jefferson Fisher":1,"#Politique de confidentialité":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,"#Justin Welsh":1,"#Business leaders have long advised companies to be more human in their approaches to business. However, people are often disparaging of corporate culture because it reflects a more zombie-like state. These zombie-like companies can lack empathy and awareness of their surroundings, act unpredictably and carelessly, be slow to change or take action, stay focused only on self-sustainment, and become relatively indistinguishable from one another. In The Zombie Business Cure, Julie C. Lellis, PhD and Melissa Eggleston outline the antidote to these common corporate conditions that dampen growth, frustrate customers, and often lead to public relations disasters. Companies can avoid joining the ranks of the living dead by committing to a strong identity and then communicating it authentically in ways that are mindful, stable, flexible, original, and giving.":1,"#Helen Patterson":1,"#Ouvre dans une nouvelle fenêtre":1,"#Universidad del Istmo de Guatemala - Logo":1,"#The article \"The Rule of One\" from Entrepreneur magazine discusses a strategy to boost sales by focusing on a specific target audience and offer. The author shares a success story of an entrepreneur who went from zero revenue to $4,985 in a month by following the \"Rule of One.\" This rule involves choosing one platform, one offer, and one customer type to target, which can lead to increased revenue and opportunities. The article emphasizes the importance of simplifying your message and focusing on a niche to attract the right buyers and grow your business effectively.":1,"#The Rule of One":1,"#The Strategic Side Gig":1,"#In The Science of Influence, author Kevin Hogan provides detailed instruction on the topic of persuasion. He takes the latest findings in behavioral research, tests them under real-world conditions, and describes what works best in both business and personal relationships. The book is about getting people to change a behavior, an attitude, a product, a service, or a relationship. According to Hogan, the process of causing change, getting people to question the status quo, and implementing change in another person’s brain requires skill and insight. Short-term decisions of yes or no are much easier to achieve than long-term change. Permanent change is difficult because the human brain is wired through all previous behavior to do exactly what it has done in the past. However, new wiring can come about through repetition of new behaviors and thoughts.":1,"#Questioning":1,"#Mike Esterday, Derek Roberts":1,"#Take the Coach Approach to Feedback":1,"#Delivering feedback is a requirement of any job, no matter your position or level. Michelle Tillis Lederman offers a 4-step model to guide your next feedback conversation.":1,"#This article explores the use of artificial intelligence (AI) by chief executive officers (CEOs) to communicate with their organizations. The authors highlight the results from a study recently conducted where employees analyzed and critiqued communications directly from their CEO and from their CEO using AI. The article highlights three guidelines including transparency, content type, and quality control for leaders utilizing AI for communication. INSET: \"When I Use Gen AI, I Must Stand by Everything in the Message\".":1,"#The article from Administrative Professional Today discusses the importance of eliminating unnecessary apologies in professional communication. It highlights how over-apologizing can undermine one's competence and self-assurance, especially for executive assistants. The piece offers practical tips and language alternatives to replace apologetic phrases with confident and assertive communication, emphasizing the value of intentional and strategic language choices in the workplace. Readers are encouraged to recognize and change apologetic language patterns to foster a culture of confident communication and professional growth.":1,"#Confident Communication: Eliminating Unnecessary Apologies":1,"#Return To Management Dashboard":1,"#You are currently viewing as a learner.":1,"#Source: ASTD Press":1,"#Researcher Ximena Vengoechea believes that every conversation offers a chance to understand and connect with another person. This seemingly simple action can be instrumental in helping you unpack a conversation partner’s thoughts, behaviors, fears, and motivations. However, showing up and sitting silently while the person speaks isn’t nearly as effective as paying attention, engaging the speaker, encouraging dialogue flow, and proving yourself trustworthy. In Listen Like You Mean It, Vengoechea offers insights she’s gained through conversations with strangers, interviews with professional listeners, and her personal experiments. Distilling her lessons learned into three categories—laying the groundwork, navigating a conversation, and recovering from deep listening—she demonstrates how to be a successful listener across a range of scenarios.":1,"#Leaders, marketers, sales managers, and customer service professionals in every field recognize how important it is to know their customers. Often, this knowledge can mean the difference between making real connections, delivering messages effectively, and winning new business or failing to cut through the noise. It can be challenging to build this knowledge and know which types of personality profiles to assign to customers. In Predicting Personality, Drew D’Agostino and Greg Skloot describe a breakthrough tool called Crystal that can help professionals with this increasingly important task.":1,"#Successful businesses are built on relationships. No relationships are more important than the relationships companies have with their customers, both internal and external. In Legendary Service, Ken Blanchard, Kathy Cuff, and Vicki Halsey champion the notion that truly caring about customers provides a competitive edge, makes employees and customers happy, and grows the bottom line. The legendary service they describe is based on the ICARE model, which begins with creating a vision of what ideal customer service looks like, then enculturating that vision into the organization. To bring the ICARE principles to life, the authors take readers on business student and retail employee Kelsey Young’s journey as she discovers firsthand the difference legendary customer service can make to customers and employees.":1,"#Which areas of <strong ljsid-1=\"\">Leadership</strong> interest you most?":1,"#Why CEOs Should Think Twice Before Using AI to Write Messages":1,"#The article \"Lead through Listening\" discusses the importance of active listening in leadership roles, using a father-son interaction as an example. It emphasizes the value of withholding judgment and allowing individuals to share their thoughts and feelings before responding. The article highlights different communication styles, such as fast-twitch and slow-twitch responders, and provides strategies for effective listening, including using phrases like \"Tell me more\" to prompt further information. The author, David Benzel, draws on his experience in leadership and peak performance to underscore the significance of listening in understanding people and situations.":1,"#Recently Viewed <span ljsid-2=\"\">(5)</span>":1,"#Sometimes life’s circumstances are out of people’s control. However, how individuals think, feel, and behave as a result of those circumstances is very much within their control. It is simply a matter of learning to think, react, and respond in positive and productive ways. In Mind Gym, authors Sebastian Bailey and Octavius Black share scientifically based exercises and techniques anyone can use to train the mind to think positively and productively, including resetting thoughts, taking control, deepening connections, persuading others, resolving conflict, letting creative juices flow, and minimizing stress. The result is a more successful, fulfilling life.":1,"#The access to information and online purchasing options that customers today enjoy has some questioning the value of sales roles. However, the demand salespeople satisfy is changing, not going away entirely. Salespeople offer the human-to-human experience that buyers overwhelmed by choice crave. In Listen to Sell, Mike Esterday and Derek Roberts provide a guide to success in sales that revolves around skillset—industry knowledge and adaptability to change—and mindset—understanding that the goal of sales is value creation for customers.":1,"#Listen to Sell":1,"#Sascha Haselmayer":1,"#Purpose drives motivation, but not every task feels connected to a larger goal. Dan Cable introduces the concept of small-p “purpose” and shares a simple process to help employees personalize their work, find deeper meaning, and stay engaged.":1,"#How to Personalize Purpose":1,"#Leadership<span ljsid-1=\"\">, </span>":1,"#Adele Gambardella, Chip Massey":1,"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"":1,"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>":1,"#This article discusses the importance of listening skills and provides tools to help improve them. It emphasizes that listening is a mental process that requires effort and practice, and that many people have the ability to hear but not to listen successfully. The article suggests that keeping an open mind, avoiding interruptions, asking questions, and repeating back what someone has said are effective strategies for improving listening skills. It also highlights the negative consequences of poor listening, such as employee turnover. The author encourages readers to invest time in practicing their listening skills for more successful communication and relationships.":1,"#Dave Molenda":1,"#Ageism is a widespread problem that affects both older and younger people. Research has found that women are more affected by ageism than men, and women of color experience ageism more acutely than other de-mographic groups. In Overcoming Ageism from Harvard Business Review Press, thought leaders share tips to help women address ageism in the workplace—whether it’s affecting them directly or affecting their colleagues.":1,"#How Generative AI Fits Into Your Marketing Strategy":1,"#How to Change Someone’s Mind and Behavior":1,"#The Zombie Business Cure":1,"#Coaching leaders to take on new behaviors can be complicated. Marcia Reynolds presents four steps you can take to change people’s minds and identities, not just their actions.":1,"#Customer relationship management has moved from a transactional model to a more relational paradigm. The overall customer experience has become as important as brand products and prices. In Think Human, Olivier Duha provides tools and key concepts that business leaders can use to monitor and manage customer relationships and strategically generate more value for their brand. New technological tools can help your advisers develop the emotional intelligence and digital empathy that technology itself can’t give your customers. You can gain a competitive edge when you put a human element into technology, personalize your responses to customers, and use technology to strengthen social ties.":1,"#John Norcross":1,"#The Art of Listening":1,"#Show Password":1,"#Organizations thrive when employees, colleagues, and customers feel heard. In The Art of Active Listening, workplace culture expert Heather R. Younger presents a five-step framework that teaches how to apply active listening to improve communication, employee engagement, and organizational culture. Learn how to uncover, reflect, and act on the truth to achieve positive outcomes that serve both your personal relationships and your organization":1,"#Este sitio web utiliza tecnologías como cookies para habilitar la funcionalidad esencial del sitio, así como para analítica, personalización y publicidad dirigida. Para obtener más información, consulte el siguiente enlace:":1,"#Whether you’re pursuing a career change out of self-fulfillment or you’re forced into it by outside circumstances, making the transition can be fraught with stress and uncertainty. In the updated edition of Working Identity, leadership expert Herminia Ibarra offers an insightful framework for making this transition easier, more rewarding, and more successful. Based on the principle that changing careers involves changing yourself, Ibarra champions an unconventional, action-based approach to career change. As her many real-life examples illustrate, there’s no one prescribed step-by-step method for changing your career. Rather, there are nine unconventional strategies that can help guide and direct you along your journey.":1,"#Taking Action":1,"#Drew Neisser emphasizes the need for marketers to leverage generative AI to stay competitive. He outlines strategic frameworks that can enhance marketing efforts, offering insights on how to improve efficiency and personalization.":1,"#Edit Responses":1,"#White centering involves actions and behaviors that prioritize, uplift, amplify, and venerate white people and the white-dominant culture above other cultures and communities. Janice Gassam Asare suggests 3 ways you can actively decenter whiteness in your life and workplace.":1,"#How to Address White-Centering":1,"#Transformative professional development in minutes":1,"#Source: EBSCOlearning":1,"#Clicking this link will redirect to relevant products for the Topics Communication.":1,"#Coaching is one of the most important jobs of a long-distance leader. Wayne Turmel presents ways you can be a better coach to your remote workers.":1,"#Improve Your Remote Coaching Skills":1,"#Accept All":1,"#Onboarding Responses":1,"#Sheila M. Keegan":1,"#Hide filters":1,"#Enter current password":1,"#Confirm New Password (Required)":1,"#New Password (Required)":1,"#Update Password":1,"#Current Password (Required)":1,"#Confirm new password":1,"#Enter new password":1,"#(Required)":1,"#Addressing and Avoiding Hair Discrimination":1,"#Bias and exclusion in the workplace can include hair discrimination. Janice Gassam Asare presents 3 ways you can address and counteract hair discrimination.":1,"#The article discusses how leaders inspire followers. Topics include the role of leaders in engaging their employees and sustaining followership, the effect of leaders' communication on leadership succession, the role of training and rewarding employees, and the role of leaders in setting an example for other employees.":1,"#The first step to reducing gender bias in the workplace is to recognize it. Howard Ross advises professionals on how to detect their own biases.":1,"#The Benefits of Building a Personal Advisory Board":1,"#Enter email":1,"#Update Email":1,"#Mentor relationships can sometimes be difficult to establish. Lindsey Pollak suggests creating a personal advisory board to obtain input from a variety of perspectives.":1,"#SAVE":1,"#In Convince Me, crisis communications expert Adele Gambardella and former FBI negotiator Chip Massey detail how you can quickly and easily convince others through the power of persuasion. Using real-life stories, tips, and insights, they explain how you can apply their tactics to any business situation. Their high-level convincing techniques and strategies can help you more effectively interact with customers, prospects, colleagues, and anyone else you need to convince. From negotiating deals to raising capital, you can apply the tools of persuasion to turn your goals into reality.":1,"#Clicking this link will redirect to relevant products for the Resources Reflection Questions.":1,"#The first is mutual listening and affirmation. This aspect of mentoring acknowledges fluid expertise between 2 people as well as maintaining an open mind and being willing to learn from each other.":1,"#To build stronger connections through conversation, adopt a simple but powerful approach. Lou Diamond shares how asking, listening, and learning can create a natural rhythm that fosters trust and deeper connections.":1,"#Certificates <span ljsid-2=\"\">(0)</span>":1,"#In Reverse Mentoring, world-renowned executive coach Patrice Gordon outlines the urgency and relevance of a transformative reverse approach to mentorship, where junior employees mentor senior leaders. Through practical advice and real-world examples, she illustrates how leaders of all organizations can discover how to break traditional barriers, connect on an individual level with underrepresented groups, and reemphasize the importance of trust, vulnerability, and agility.":1,"#Finally, reciprocal mentorship is focused on career advancement and compensation but also extends to other areas of growth as well including self-efficacy, resilience, and emotional intelligence. To develop these relationships, leaders should seek out opportunities to contribute and look for the people where there is the opportunity for connection.":1,"#The third is power sharing. Recognizing the innate privilege that comes with gender and race, mentors consciously work to put aside any power differentials written within the context of the relationship. And they’re deliberate about sharing social capital which includes influence, information, knowledge, and support with mentees.":1,"#The second characteristic is humility which can be difficult for those in more senior positions. Yet, a truly confident leader understands his own weaknesses and uses his experiences including his failures as an opportunity for learnings and for example.":1,"#Where is it that you have those opportunities to truly make an important and engaging connection, a way where you have the opportunity to contribute as well as to learn?":1,"#Studies of leaders show that one mentor is rarely the answer. In a study of executive women, these leaders encountered many advisors and supporters who helped them along the way. These successful women relied more heavily on groups of influencers than they did on a single mentor. But still, mentorship is often mentioned by leaders as a key ingredient in their success. In the best scenarios, mentorship develops organically out of shared experience, interests, and connection. It may take effort on the part of the leader to find and develop these important relationships. For more senior leaders, their focus should be on finding relationships where they can add value themselves. While mentorship relationships can vary, the concept of reciprocal mentorship or a relationship where both parties listen and respond to each other are often the longest lived and the most effective. Four areas of focus in reciprocal mentorship ensure a positive relationship:":1,"#Mentorship if often longed for, but much less often experienced even by the most seasoned leaders. Part of the challenge is to find in exactly what is meant by mentorship. It differs from the collegial support described in drawing the circle, and it’s differentiated as well from what’s often known as sponsorship. As one senior leader interviewed for <em ljsid-1=\"\">The Grit Factor</em> described it, the questions she asked and the discussion she had with her mentor were strategic and not tactical.":1,"#The Art of Active Listening":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Dr. Bob Nelson</strong></a> is considered one of the world’s leading experts on employee motivation, performance, engagement, recognition, and rewards. He’s worked with 80 percent of the Fortune 500 companies, has sold 5 million books on management and motivation, and has been featured in the <em ljsid-2=\"\">New York Times, </em>the <em ljsid-4=\"\">Wall Street Journal</em>, <em ljsid-6=\"\">Fortune</em>, and other media.":1},"version":196213}]