[{"_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(简体)","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,"sdkAnalytics":true,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":204130},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":204130},{"_id":"outdated","outdated":{"#1 Result found for \"Jim Kwik\"":1,"#1 Result found for <span ljsid-1=\"\">\"Jim Kwik\"</span>":1,"#173 Results found for <span ljsid-1=\"\">\"Emotional Intelligence\"</span>":1,"#Winning from Within provides a road map to aid readers in understanding their inner landscapes and develop more agility to access all their intrinsic leadership characteristics. It provides a seven-step method for closing the “performance gaps” so many people have in key conversations between what they know they should say or do with their actual behaviors. Using real-life case studies from coaching clients in business critical or personally meaningful conversations, Erica Ariel Fox helps readers learn to navigate high stakes interactions—from business deals, client calls, and team meetings to family arguments, landlord disputes, and parent-teacher conferences—to improve results at work and achieve more of what matters most to them.":1,"#Winning from within":1,"#Self-awareness is like a backpack. Do you know what’s in yours? In The Backpack, leadership development and emotional intelligence expert Tim A. Gardner takes readers on a moving, relatable journey about the power of personal choice. Through a parable, he explains what self-awareness is, how it impacts others, and the role it plays in leadership.":1,"#The Backpack":1,"#As James Pyle and Maryann Karinch explain in Find Out Anything From Anyone, Anytime, the ability to ask good questions results in more complete answers received in a faster manner. Having good questioning skills allows people to get closer to others, even if they have an agenda. It also gives people strong strategic advantages whether they are in sales or if they are parents who need to stay one step ahead of their children. The best questions have two important qualities: they focus on one thing at a time and they require something more extensive than a yes or no answer. With proper training and practice, people can acquire good questioning skills that can be beneficial to many areas of their lives.":1,"#Maryann Karinch, James Pyle":1,"#Find Out Anything from Anyone, Anytime":1,"#As We Speak provides the tools and techniques that will help speakers improve their communications with others, whether it be at a meeting, a large presentation, or in one-on-one interactions. By learning to speak with intent and clearly understand what the listener cares about, a speaker can learn to establish a bond with the listener, which is critical if the speaker wishes to influence. Peter Meyers and Shann Nix explain the variety of opportunities speakers have to communicate with their audiences beyond the spoken word, including their eye contact, vocal techniques, facial expressions, and body language. This valuable knowledge can assist any individual in strengthening their communications skills.":1,"#Peter Meyers, Shann Nix":1,"#As We Speak":1,"#16 Results found for <span ljsid-1=\"\">\"aprendiendo ingles\"</span>":1,"#All great leaders are great learners. If you want your team to be successful, you must grow as a leader. In Lunchtime Learning for Leaders, leadership expert Dr. Lucy Ryan teaches busy professionals everything they need to know to become successful leaders. Each chapter is filled with actionable information that can be mastered in one hour—so you can always find time to overcome key leadership challenges.":1,"#Lucy Ryan":1,"#Lunchtime Learning for Leaders":1,"#In Sometime You Win—Sometimes You Learn, John C. Maxwell suggests that people who are successful view losing differently than most people do. These individuals do not hide from failure or shy away from it. They have learned that the greatest lessons in life come from losses, as long as they are approached correctly. Losses can affect people mentally and emotionally. Learning is not easy to do when a person feels sad or is numb with defeat. Maxwell proposes a roadmap that people can follow to become unstuck from emotions caused by losses.":1,"#Sometimes You Win, Sometimes You Learn":1,"#In today's workplace environment, many of us need to learn on the job. In Informal Learning in Organizations, Robin Hoyle encourages companies to promote informal learning (which we all engage in every day) and leverage it with more formal learning (e.g., classrooms, presentations) to educate, train, and develop employees.":1,"#Robin Hoyle":1,"#Informal Learning in Organizations":1,"#392 Results found for <span ljsid-1=\"\">\"aprendiendo ingles\"</span>":1,"#Across all sectors, good ideas are overlooked, projects lose funding, and policy decisions are distorted because of poor communication. This is particularly true for specialists, such as engineers, scientists, economists, or lawyers. When they present ideas to non-specialist audiences—management, investors, regulators, or other decision makers—their ideas are often discounted or misunderstood because they do not adequately communicate their value. Their characteristically dense and complex content is more likely than ever to be ignored as the digital age favors brevity and simplicity. Effective modern communication requires “supercommunicators,” or people who can bridge the gap between traditional content development skills and the changing multimedia tools and communication standards of the digital age. In Supercommunicator, Frank J. Pietrucha explains how professionals can facilitate a big-picture perspective, break down complicated topics into everyday language, become knowledgeable about the multimedia options available, and connect with their audiences to create superior communications.":1,"#Supercommunicator":1,"#The XYZ factor is a philosophy and a set of business practices rooted in principles of the Millennial generation. It creates an office culture that encourages innovation, transparency, democracy, and creativity. In The XYZ Factor, editors Nancy Lublin and Alyssa Ruderman and numerous contributors share how their work at the decidedly XYZ organization DoSomething.org can serve as a blueprint for organizations striving to stand out from the crowd, increase engagement, and improve productivity.":1,"#The Xyz Factor":1,"#Leaders in every industry are striving to be more innovative to capitalize on shifts, improve processes, and realize better outcomes for their businesses. They’re recognizing that innovation, whether through incremental improvements or large-scale efforts, can give them an important competitive advantage that sets them apart from others in their markets. You can realize these benefits for your own business by learning to experiment with your products, practices, and business plans. In Experimentation Works, Stefan H. Thomke explains how you and your team can conduct effective experiments that inform your decision-making efforts and drive the changes your business needs to succeed now and in the future.":1,"#Experimentation Works":1,"#Effective change requires not just short-term inspiration but long-term adoption. David Marquet presents a method for helping your team respond to, and adopt, change.":1,"#How to Inspire Change: A Formula for Communicating":1,"#When you need to make a change in your organization, trying to think your way to a new behavior is ineffective. David Marquet explains how you and your team can instead act your way to new thinking.":1,"#Change Management: Act Your Way to New Thinking":1,"#187 Results found for <span ljsid-1=\"\">\"chemical\"</span>":1,"#Permita que el sitio web recuerde las elecciones que realiza (como su nombre de usuario, idioma o la región en la que se encuentra) y proporcione características mejoradas y más personales. Por ejemplo, un sitio web puede proporcionarle informes meteorológicos locales o noticias de tráfico al almacenar datos sobre su ubicación general.":1,"#Cuando visita sitios web, pueden almacenar o recuperar datos sobre usted utilizando cookies y tecnologías similares (\"cookies\"). Las cookies pueden ser necesarias para la funcionalidad básica del sitio web, así como para otros fines. Tiene la opción de deshabilitar ciertos tipos de cookies, aunque hacerlo puede afectar su experiencia en el sitio web.":1,"#Workplace wellbeing can be defined by how employees feel at work and about their work. Although many companies believe workplace wellness is important, they often don’t invest in it. In Why Workplace Wellbeing Matters, Jan-Emmanuel De Neve and George Ward offer actionable insights and a data-driven perspective to make a business case for workplace wellbeing.":1,"#Jan-Emmanuel De Neve, George Ward":1,"#Why Workplace Wellbeing Matters":1,"#You have the ability to increase your influence, impact, and income. In I See You, coach and CEO Amy Kemp takes you on a journey of self-recognition and women empowerment that begins with being honest about where you are and what you want. Through personal stories, best practices, and hands-on exercises, you’ll create space for growth, uncover what’s inside of you, and recognize the intuition, strength, and clarity you already possess.":1,"#I See You":1,"#In AQ, Liz Tran makes a compelling argument for building agility to thrive in an uncertain world. By learning how you respond to proactive and reactive change, amassing tools for agility, and deploying clear strategies to combat a world marked by CHURN, you can build an agility quotient that will make you an unstoppable force.":1,"#hbr-emotional-intelligence-series-mindful-listening":1,"#<strong ljsid-0=\"\">Peter Bregman</strong> is a Master Certified Coach and the CEO of Bregman Partners, where he leads a team of over 25 coaches, helping senior leaders and teams create positive behavioral change and work more effectively together to achieve the company’s most critical business results. He’s the best-selling author of <em ljsid-2=\"\">Leading with Emotional Courage</em> and the host of the <em ljsid-4=\"\">Bregman Leadership Podcast</em>.":1,"#<strong ljsid-0=\"\">Kira Schabram</strong> is an assistant professor of organizational behavior at the University of Washington’s Foster School of Business.":1,"#<strong ljsid-0=\"\">Sandra L. Robinson</strong> is a professor of organizational behavior at the University of British Columbia’s Sauder School of Business.":1,"#<strong ljsid-0=\"\">Avraham N. (Avi) Kluger</strong> is a professor of organizational behavior at the School of Business at Hebrew University of Jerusalem. He has studied the destructive effects of performance feedback for more than 20 years.":1,"#<strong ljsid-0=\"\">Guy Itzchakov</strong> is a lecturer on the faculty of Business Administration at Ono Academic College. His research draws on Carl Rogers’s theory and focuses on how attentive and nonjudgmental listening facilitates a change in the speakers’ emotions and cognitions. His work has appeared in <em ljsid-2=\"\">Personality and Social Psychology Bulletin</em>, the <em ljsid-4=\"\">European Journal of Work and Organizational Psychology</em>, and the <em ljsid-6=\"\">Journal of Experimental Social Psychology</em>.":1,"#<strong ljsid-0=\"\">Ron Friedman, PhD,</strong> is an award-winning psychologist and the founder of ignite80, a company that teaches leaders practical, evidence-based strategies for working smarter and creating thriving organizations. He’s the author of <em ljsid-2=\"\">The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace</em>, and he frequently delivers keynote speeches and workshops on the science of workplace excellence.":1,"#<strong ljsid-0=\"\">Nilofer Merchant</strong> has personally launched 100 products amounting to $18 billion in revenue and has served on both public and private boards. Today, she lectures at Stanford, gives talks around the world, and has been ranked one of the most influential management thinkers in the world by Thinkers50. Her latest book is <em ljsid-2=\"\">The Power of Onlyness: Make Your Wild Ideas Mighty Enough to Dent the World</em>.":1,"#<strong ljsid-0=\"\">Sarah Green Carmichael</strong> was an executive editor at <em ljsid-2=\"\">Harvard Business Review</em>.":1,"#<strong ljsid-0=\"\">Mark Goulston, MD, FAPA,</strong><a ljsid-1=\"\"><strong ljsid-1-0=\"\"> </strong></a>is a business psychiatrist, executive advisor, keynote speaker, and the CEO and founder of the Goulston Group. He’s the author of <em ljsid-3=\"\">Talking to “Crazy”: How to Deal with the Irrational and Impossible People in Your Life</em> and <em ljsid-5=\"\">Just Listen: Discover the Secret to Getting Through to Absolutely Anyone</em>, as well as a coauthor of <em ljsid-7=\"\">Real Influence: Persuade Without Pushing and Gain Without Giving In</em>.":1,"#<strong ljsid-0=\"\">Jacqueline Carter</strong> is a partner and the North American director of Potential Project.":1,"#<strong ljsid-0=\"\">Rasmus Hougaard</strong> is the founder and managing director of Potential Project, a global leadership and organizational development firm that serves Microsoft, Accenture, Cisco, and hundreds of other organizations.":1,"#<strong ljsid-0=\"\">Christine M. Riordan</strong> is the provost and professor of management at the University of Kentucky. Her research focuses on labor-force diversity issues, leadership effectiveness, and career success.":1,"#<strong ljsid-0=\"\">Leonard A. Stevens</strong> is a freelance writer and consultant on oral presentation to a number of leading companies. He’s also affiliated with Management Development Associates of New York.":1,"#<strong ljsid-0=\"\">Ralph G. Nichols</strong> was nationally known for his many articles and lectures on communication problems. He served as the president of the National Society for the Study of Communication.":1,"#<strong ljsid-0=\"\">Muriel Maignan Wilkins</strong> is a cofounder and managing partner of Paravis Partners.":1,"#<strong ljsid-0=\"\">Amy Jen Su</strong> is a cofounder and managing partner of Paravis Partners, a boutique development firm.":1,"#<strong ljsid-0=\"\">Joseph Folkman</strong> is the president of Zenger Folkman.":1,"#<strong ljsid-0=\"\">Jack Zenger</strong> is the CEO of Zenger Folkman, a leadership development consultancy.":1,"#Learn to manage your inner voices by identifying them and separating their insights from your own. Avoid judging whether their messages are right and, instead, determine if what they’re saying is useful to you at that exact moment. If their criticism motivates you, listen to it. If it demoralizes you, set it aside without discounting it entirely.":1,"#Your inner voices can be kind and supportive. This is useful when you need to rebound and show resilience in times of stress. However, they can also be critical and demanding, which can be useful when you’re striving to be your best. The key is to be strategic about which voice you listen to and when.":1,"#By Peter Bregman":1,"#Managing the Critical Voices Inside Your Head":1,"#Redirecting advice-seeking colleagues to alternate sources of support.":1,"#Declining to take part in conversations that will harm your emotional state.":1,"#Reserving your energy for issues that truly require your attention.":1,"#Using stress-relief methods such as exercise, meditation, or yoga.":1,"#When you’re voluntarily shouldering your coworkers’ feelings of sadness, bitterness, or anger, you’re taking on a role that’s helpful to others but can be burdensome to your own mindset and success. When this happens, you become a <em ljsid-1=\"\">toxic handler</em> who helps colleagues by diffusing their difficult situations and reducing the dysfunction they face in the workplace. People likely come to you with their stressors, worries, problems, and secrets because you’re empathetic and good at offering valuable solutions, but these attributes come at a cost: Your listening, mediating, and behind-the-scenes work can consume time that you could be using to accelerate your own career, and it may even take a toll on your emotional well-being. Lessen the burdens by:":1,"#By Sandra L. Robinson and Kira Schabram":1,"#When You’re the Person Your Colleagues Always Vent To":1,"#Take time to assess how well you listened and whether you missed opportunities to ask better questions.":1,"#Ask good questions that will help employees to reflect on their thoughts and experiences and find good possible outcomes.":1,"#Encourage employees to come up with solutions, and try to resist making suggestions.":1,"#Push aside judgmental thoughts as they arise, and try to listen without jumping to conclusions or making interpretations about what you hear.":1,"#Prevent yourself from interrupting before others finish their messages.":1,"#Put away your phone, computer, and every other distraction that will keep you from giving people your full, undivided attention.":1,"#Giving feedback to your employees is an important part of your job as a leader. You can be more effective in driving important behavioral changes when you start by granting your employees the space to talk about their experiences, listening to what they say, and using that information to shape your conversations. Use the following best practices to tune in to what your employees have to say:":1,"#By Guy Itzchakov and Avraham N. (Avi) Kluger":1,"#The Power of Listening in Helping People Change":1,"#These PEARLS can help you attend to others’ psychological need for connection, restore confidence in your relationships, and alter the tenor of discussions dramatically. Use them sparingly at first, saying only the ones that reflect how you really feel.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">S</em></strong><em ljsid-1=\"\">upport</em>. Offer to help with issues and to support their continued successes.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">L</em></strong><em ljsid-1=\"\">egitimation</em>. Tell them that you see why the matters at hand are difficult.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">R</em></strong><em ljsid-1=\"\">espect</em>. Make it clear that you appreciate their talents and depth of knowledge.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">A</em></strong><em ljsid-1=\"\">cknowledgment</em>. Recognize their investments of time and work in the matter.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">E</em></strong><em ljsid-1=\"\">mpathy</em>. Explain that you feel their enthusiasm and hear their concerns.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">P</em></strong><em ljsid-1=\"\">artnership</em>. Communicate your desire to work with others to achieve your desired outcomes.":1,"#You can defuse emotionally volatile discussions by separating task conversations from any relational aspects that need to be addressed. Use the following six-part <em ljsid-1=\"\">PEARLS</em> method to rebuild relationships and get your conversations back on track:":1,"#Sometimes at work, task-related conversations can take on an emotional charge. This occurs when questions about the dynamics of relationships come into play and the people involved feel untrusted, disrespected, or locked in competition.":1,"#By Ron Friedman":1,"#Diffusing an Emotionally Charged Conversation with a Colleague":1,"#However, people’s opinions are rarely swayed by these tactics. You’ll be more effective in convincing others when you share your thoughts, listen to their input, reshape ideas, and arrive at answers together. Approach conversations by thinking about the key ideas that may be useful for you to share and identifying information that you hope to learn. Be curious; attentive to your conversation partners’ motivators, needs, and emotions; and ready to listen and learn. Look for ways that you can connect your ideas with your partners’ viewpoints and core drivers so you can collaborate and build the shared ownership.":1,"#Overcome counterpoints with more facts.":1,"#Share the information enthusiastically.":1,"#Find persuasive facts that support those points.":1,"#Develop key ideas that will convince the other party.":1,"#When people want to convince others on the merits of their ideas, they tend to employ the following tactics:":1,"#By Nilofer Merchant":1,"#To Change Someone’s Mind, Stop Talking and Listen":1,"#Once the speaker finishes elaborating, encourage him or her to identify the core issues and prioritize them as either <em ljsid-1=\"\">important</em> (with a one- to two-year horizon), <em ljsid-3=\"\">critical</em> (with a three- to six-month horizon), or <em ljsid-5=\"\">urgent</em> (with a very near-term horizon). This prioritization can help the speaker make sense of what matters most right now. This step may be useful enough in helping that person to work through the problem, but the speaker may also ask for your insight. You don’t need to offer immediate feedback on what he or she says. Take time to process it so you can provide thorough, thoughtful answers that show that you listened and cared about the issue.":1,"#One way to become a better listener is by getting speakers to engage more deeply in conversations. To do this, you can use <em ljsid-1=\"\">conversation deepeners</em> that help people reveal more information about the scenarios they describe. Look for verbal cues like hyperbole, inflection, and descriptors that demonstrate when a speaker wants to dive deeper into a matter, then use phrases like “tell me more” or “really?” to get him or her to expand upon ideas and offer details that will help you understand a different perspective.":1,"#An Interview with Mark Goulston by Sarah Green Carmichael":1,"#Become a Better Listener":1,"#Start being more mindful at work to realize critical advantages in your role, career, and life. To achieve this, you’ll need to be present and demonstrate both an openness and willingness to engage. Set aside the challenges that you face, and work to silence your mental chatter so you can focus deeply on every conversation you take part in and take a genuine interest in the people you encounter.":1,"#In a study of more than 1,000 people, researchers found that leaders are likely to engage their employees, forge better connections, and improve their performances when they’re mindfully present at work. Mindfulness is a powerful leadership attribute, and according to a study by Bain & Company, it’s the single most essential quality of leaders.":1,"#By Rasmus Hougaard and Jacqueline Carter":1,"#If You Aspire to Be a Great Leader, Be Present":1,"#Give appropriate verbal and nonverbal responses to the message to show that you understand what the speaker is saying and to encourage additional communication.":1,"#Commit to processing the content and meaning of the message. Summarize the key points and reiterate the message’s theme.":1,"#Study speakers’ verbal and nonverbal cues to find out how they feel about topics. Be sure to acknowledge those feelings.":1,"#Become a better listener by using empathy to understand others’ positions and perspectives. Practice the following three behaviors to improve your ability to listen empathetically:":1,"#By Christine M. Riordan":1,"#Three Ways Leaders Can Listen with More Empathy":1,"#<em ljsid-0=\"\">Search for negative evidence</em>. Listen for evidence that disproves your perspective instead of focusing wholly on validating it.":1,"#<em ljsid-0=\"\">Listen without judgment</em>. Take time to comprehend each point that the speaker makes. Don’t make judgments or decisions until you’ve heard and analyzed his or her core ideas.":1,"#Your emotions play a role in how well you listen to others, especially when people share information that conflicts with your deeply held convictions or with concepts that you hope to be true. Try turning off your emotional filter as you take in new information by employing the following two strategies:":1,"#By Ralph G. Nichols and Leonard A. Stevens":1,"#Listening to People":1,"#<em ljsid-0=\"\">Stop tuning out conflicting viewpoints</em>. Listen to other people’s perspectives, especially those that conflict with your own, to validate your perspective or find an even better solution.":1,"#<em ljsid-0=\"\">Stop thinking about where the conversation is heading and what you should say next</em>. Stay present so you can improve your understanding of the core issues and conflicts.":1,"#<em ljsid-0=\"\">Stop allowing your job description to box you in</em>. Even if your role is to provide direction to others, you should recognize how listening to others can make you more effective at work. Try expanding the breadth of your role to include being a trusted advisor who provides counsel and listens deeply to others.":1,"#<em ljsid-0=\"\">Stop thinking about the impression that you’re leaving</em>. Focus on the message, the person you’re speaking with, and the cues he or she is giving instead of how you’re measuring up in the conversation.":1,"#Become a better listener at work by overcoming the following common roadblocks:":1,"#By Amy Jen Su and Muriel Maignan Wilkins":1,"#What Gets in the Way of Listening":1,"#The critical takeaway from this study is that you can’t become a great listener if you passively absorb speakers’ energy and information. Great listening requires you to provide active support. Listen to what your conversation partners have to say and help them to amplify, energize, and clarify their ideas.":1,"#Great listeners offer suggestions and alternate courses of action to consider, but they do so after listening carefully to problems and talking through challenges.":1,"#Great listeners...":1,"#Great listeners focus on the content of their messages, and while they may raise questions that challenge other speakers’ assumptions, they don’t try to turn conversations into debates.":1,"#Great listeners help their conversation partners to feel supported and confident, and they grant speakers the safe space they need to speak openly and honestly.":1,"#Instead of sitting in silence when their conversation partners speak, great listeners ask questions that promote discovery and insight.":1,"#In a recent study, researchers found four critical differences between people who are great listeners and those who are average listeners:":1,"#By Jack Zenger and Joseph Folkman":1,"#What Great Listeners Actually Do":1,"#<em ljsid-0=\"\">Lead others to their own solutions</em>. Ask questions that help your employees dive deep into their thoughts and experiences to find solutions that resonate with them. Try to resist proposing your own solutions.":1,"#<em ljsid-0=\"\">Use conversation deepeners</em>. Encourage others to expand on their ideas and offer details of complex matters. When they talk about the positives, negatives, restrictions, and timelines of the scenarios they’re facing, you’ll gain a better sense of their perspectives and what they’re really up against.":1,"#<em ljsid-0=\"\">Listen without judgment</em>. Try to listen to what people tell you without jumping to conclusions or making interpretations about what you hear. Focus your energy on comprehending each point they make so you can help them in the ways that matter most.":1,"#<em ljsid-0=\"\">Be present</em>. Immerse yourself in the content of speakers’ messages. Put away any materials or devices that may distract you so you can give them your undivided attention.":1,"#<em ljsid-0=\"\">Create a safe space</em>. Foster an environment of psychological safety for your employees. Give them assurance and support, and help them feel like they can share their ideas and concerns with openness and honesty.":1,"#You can become a more persuasive, influential leader by learning to listen mindfully. Employ the following techniques of good listening to better engage your employees, support their ideas, and hear the messages they may have difficulty sharing:":1,"#Mindful listening is one of the most critical skills in a manager’s arsenal, but it’s a skill that’s often taken for granted. In <strong ljsid-1=\"\">HBR Emotional Intelligence Series: Mindful Listening</strong> presented by Harvard Business Review Press, 18 thought leaders, psychologists, and business practitioners share how imperative it is for professionals to adopt this quality, and how simple practices can make huge impacts in how their employees, colleagues, and managers respond. The approaches that they prescribe can help people stay present in difficult conversations, turn off incessant mental chatter, and listen with the kind of empathy that will help them and their teams to learn and grow.":1,"#ISBN: 978-1-63369-667-9":1,"#Virtual communication tools can help you communicate faster, easier, and to more people than ever before. However, these tools also introduce limitations that can diminish your ability to connect, empathize, interpret information, and obtain the authentic feedback you need to accomplish your goals. In Can You Hear Me?, Nick Morgan shares a set of rules that can help you rise above these challenges. His guidelines for virtual feedback, assessments for empathy, and tactics for fostering trust can help you find context, connect through emotional subtext, and communicate more effectively in the digital world.":1,"#Can You Hear Me":1,"#It can be uncomfortable to hear difficult feedback. Steven Overman discusses the importance of asking for both stylistic and executional feedback in the workplace.":1,"#In How to Listen and How to Be Heard, Alissa Carpenter explains how you can use your unique voice to start powerful conversations, build stronger teams, and develop ideas that will propel your business forward. By adopting her strategies, you can communicate your perspective openly, authentically, and confidently as well as embrace new practices of listening that will help you understand and appreciate voices, thoughts, and actions that represent alternative points of view.":1,"#How to Listen and How to Be Heard":1,"#Meaningful conversations can’t occur unless you truly listen. Joanna Barsh shows how you make true connections with managers, coworkers, and clients by becoming an extreme listener.":1,"#How to Connect with Others: Extreme Listening":1,"#In order to repair a complicated relationship in the workplace, you need to give up control. Tim Mousseau provides 3 questions you can ask to determine what control balance works best for your relationship.":1,"#How to Address Control Issues in a Partnership":1,"#How to Motivate Employees in Tough Financial Times":1,"#Entrepreneurs must become experts at connecting with anyone—and with a few simple strategies, you can. Here's what happened when I tried them myself.":1,"#Joe Keohane":1,"#How to Become a Master at Talking to Strangers":1,"#In The Truth Detector, former FBI agent Jack Schafer provides a step-by-step guide to the art of elicitation. A subtle but effective tool, elicitation allows you to glean valuable information from people without them even noticing. By adopting Schafer’s elicitation techniques, you can improve your interpersonal skills and become effective at uncovering your employees’ and clients’ unspoken truths.":1,"#The Truth Detector":1,"#To sharpen accent recognition skills, Hansen says leaders must first recognize that everyone has an accent. In the Quartz article \"Accent Bias Is an Unchecked Sign of Racism in the Workplace\", Heather Hansen makes the case that communication is a two-way street. The accent modification specialist and American communications advisor based in Singapore urges leaders to work on developing their accent recognition skills.":1,"#Develop an Inclusive Listening Ear":1,"#Brainstorming is a technique that’d often ideal for extroverts, but less so for introverts. Jennifer Kahnweiler suggests using “brain writing” to generate dynamic responses from everyone on your team.":1,"#An Introvert-Friendly Technique for Generating Ideas":1,"#Listening, asserting, and conflict resolution are important leadership skills. Howard Guttman argues that listening is the most vital skill, and provides 3 steps to becoming an active listener.":1,"#How to Actively Listen":1,"#In today’s dynamic business environment, leaders must be fully present. Accomplishing this goal, however, is easier said than done. In The Leadership Pause, Chris L. Johnson, PsyD, discusses how people can train themselves to pause, focus their attention, and listen. By stepping into the pause, new possibilities reveal themselves. In this way, you can create space for greater self-awareness, deeper dialogue with others, and more effective decision making.":1,"#The Leadership Pause":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Heather R. Younger</strong></a> is the founder and CEO of Employee Fanatix. She‘s an international keynote speaker, the host of the <em ljsid-2=\"\">Leadership with Heart </em>podcast, and an employee engagement and diversity, equity, and inclusion consultant. Younger has a law degree from the University of Colorado Butler. She’s also the best-selling author of <em ljsid-4=\"\">The 7 Intuitive Laws of Employee Loyalty and The Art of Caring Leadership</em>.":1,"#The fifth step in the active listening cycle is <em ljsid-1=\"\">closing the loop</em>. It’s an easy step to forget because it requires intentional effort.":1,"#<em ljsid-0=\"\">Denial</em>. The best way to combat denial is through communication. Listen first, then explain your case. Help fearful teammates feel part of the change process and communicate through every step of the program.":1,"#<em ljsid-0=\"\">Lack of time or resources</em>. When time or resources are limited, identify alternative ways to achieve the same result.":1,"#<em ljsid-0=\"\">Fear that others will say no</em>. To create a persuasive case, tie the action you want the organization to take to a goal the decision-maker is already working toward and present your ideas in the language of the receiver. For example, some people respond better to stories, while others prefer data. If you’re not sure how to tailor your communication to other people’s preferences, take a <em ljsid-2=\"\">DiSC<sup ljsid-2-1=\"\">®</sup></em> communication and behavioral style assessment.":1,"#<em ljsid-0=\"\">Persist</em>. One reason people resist change is because it takes time. Change in organizations typically takes months, so be prepared to move forward carefully and meticulously.":1,"#<em ljsid-0=\"\">Communicate</em>. Other people will have their own resistance to change, which can induce a flight, fight, or freeze response. Common reactions include disengagement, lack of participation, and sabotage. To overcome resistance to change, include teammates in the process. Present the case for change, solicit their insights and ideas, and take action in response.":1,"#<em ljsid-0=\"\">Understand your emotions</em>. Individuals are hardwired to resist change. When you experience resistance to change, notice how you’re feeling and pay careful attention to how your feelings might influence your perceptions. Understanding your emotions and being willing to work through them is essential to taking action.":1,"#Act":1,"#. Create a standardized set of questions to consider each time you decode. For example:":1,"#Create a framework":1,"#<em ljsid-0=\"\">Set aside time</em>. Block out time on your calendar and send invitations to participants.":1,"#<em ljsid-0=\"\">Embrace gratitude</em>. To mentally prepare to decode, remember that people give you a gift when they share their insights and experiences. Keeping that in mind can help you come from a place of gratitude and understanding.":1,"#<em ljsid-0=\"\">Increase collaboration</em>. You can only get so far on your own. Gain additional insights by including more people in the decoding process.":1,"#<em ljsid-0=\"\">Slow down</em>. Sometimes, after a heated discussion, you realize you were in the wrong. Decoding can help you identify this type of flawed thinking. Take responsibility by owning your mistake and restart the conversation with more humility. In an always-on workplace culture, it can be hard to slow down long enough to decode. The risks of shortcutting the process aren’t worth the time saved.":1,"#<em ljsid-0=\"\">Handle disagreements respectfully</em>. When things get heated, put the issue aside for later discussion or just agree to disagree.":1,"#<em ljsid-0=\"\">Connect one-on-one.</em> As a manager, one of the most important things you can do is schedule uninterrupted time with your direct reports. If you don’t have the time for weekly meetings, aim for monthly. During meetings, clear all distractions. If you’re having trouble staying present, then outside of the meeting time try journaling, meditating, or taking walks in nature.":1,"#<em ljsid-0=\"\">Challenge your assumptions.</em> Don’t assume one person speaks for everyone from a specific group. For example, if one customer compliments your services, another could be waiting to complain about slow turnaround.":1,"#. To truly practice active listening, stop predicting what comes next. Instead, enter every conversation like its a blank slate. This doesn’t mean you can’t ever rely on experience to tell you what someone needs. To determine whether or not to rely on experience, ask yourself:":1,"#Minimizing assumptions":1,"#<em ljsid-0=\"\">Detect nonverbal cues in virtual meetings</em>. It’s more difficult to detect nonverbal cues in virtual environments, but you can still notice when someone’s words and actions don’t match. Do they appear tuned in or distracted? Does their facial expression match the conversation? To facilitate better conversations, cameras should remain on as often as possible.":1,"#<em ljsid-0=\"\">Detect nonverbal cues</em>. Start every interaction with the intention of getting to know the other person better. By maintaining this mindset, you’re more able to detect other people’s nonverbal cues, which communicate more than words alone. Look for nonverbal cues like eye contact, tone of voice, posture, facial expressions, and gestures. Keep in mind that other people’s nonverbal cues can vary from your own.":1,"#<em ljsid-0=\"\">Cultivate a listening mindset</em>. Most suggestions to improve listening encourage a transactional mindset where a person listens to produce the best possible outcome for themselves—for example, a manager who only listens to boost productivity. Instead, start every interaction with a willingness to face the unknown and the desire to act. Recognizing the unsaid can be uncomfortable; be sure to keep an open mind and don’t take things personally.":1,"#<em ljsid-0=\"\">Cultivate a listening mindset</em>. Most suggestions to improve listening encourage a transactional mindset where a person listens to produce the best possible outcome for themselves—for example, a manager who only listens to boost productivity. Instead, start every interaction with a willingness to face the unknown and the desire to act. Recognizing the unsaid can be uncomfortable; be sure to keep an...":1,"#ISBN: 978-1-5230-0388-4":1,"#by Heather R. Younger":1,"#Clicking this link will redirect to relevant products for the Author Heather R. Younger.":1,"#In Kind Folks Finish First, Sam Jacobs (with Kerri Linsenbigler) shares tips for creating a customer-centered, kind business. After being fired by three startups in 14 years, he launched Pavilion, a successful career and networking organization that offers online and in-person resources to approximately 10,000 members. The organization has its roots in Jacobs’s long-time practice of sharing job leads and career advice with friends without expecting anything in return. Jacobs believes that treating yourself and others with kindness and generosity is the best way to find success and happiness, and he shares tips for creating a customer-centered, kind business.":1,"#So in the end, thinking hard about crafting our work and personalizing it so that it digs within us and helps us bring the best of ourselves to the to the light.":1,"#And then the third P is the purpose of the work or the <em ljsid-1=\"\">why</em> of the work, and thinking hard about why you might care about what you do on your job as opposed to why people talk about what you do. So for an example, in my own job as a professor, thinking about teaching, there's lots of professors that would think about the teaching element as detracting from the research, the research of doing new articles and learning about why people act the way that they do. It's possible to not think about that as a conflict, but to put those two things together and end up teaching the work that you're doing the research on in a way that feels more purposeful and alive.":1,"#Second P has to do with the people. It's the <em ljsid-1=\"\">who</em> we work with. Now, not all jobs and all tasks give you that opportunity. You can't always pick who you work with, but if you think carefully, there might be certain people within the organization that you can just feel them lighting you up inside, while other people you can just feel that after a meeting with them they squash your energy. It is often possible to craft your work so you're spending more time with people that light you up inside.":1,"#It's the three Ps and the first P has to do with the process of the work. That's the way that you do the work. You can almost call that the <em ljsid-1=\"\">how</em> of the work. And so an example here might be as a professor, I can stand behind the podium and act like it's just science, or I can walk right into the crowd themselves and be myself. They're both being a professor and they both allow me to give information to people, but one of them allows me to be more myself.":1,"#As a leader, you can use this as an approach to inspire greater performance and get people more lit up about what they do all day. There are 3 different ways that you can think about crafting your work or personalizing your work to make it more your own.":1,"#None of us wants to feel like a little cog in a big machine, but lots of times the jobs that we do in big organizations can make us feel small and remote. One panacea for this is to try to personalize the work and do it more the way we'd want to do it, but we're paid to create outcomes, aren't we? And so the middle ground here is called <em ljsid-1=\"\">job crafting</em>. Job crafting is where you have a frame of outcomes that you have to provide, it's what you're paid to do—it’s the results that you're paid to create. But within that frame of results, there's a freedom for how we do the work, the energy that we bring in the way that we do the job. We can personalize that.":1,"#None of us wants to feel like a little cog in a big machine, but lots of times the jobs that we do in big organizations can make us feel small and remote. One panacea for this is to try to personalize the work and do it more the way we'd want to do it, but we're paid to create outcomes, aren't we? And so the middle ground here is called <em ljsid-1=\"\">job crafting</em>. Job crafting is where you have a frame of outcomes that you have to provide, it's what you're paid to do—it’s the results that you're paid to...":1,"#There are currently 5 generations coexisting in the workforce. Jennifer Wisdom presents advice on how to avoid stereotypes and build intergenerational communication and relationships.":1,"#Navigating Generational Bias at Work":1,"#The best results happen when people work together with purpose. In this learning path, you'll discover how to strengthen collaboration across teams, break down barriers, and build the connections that lead to better decisions and stronger results.":1,"#Working Better Together":1,"#In a chaotic and rapidly changing world, one of the oldest forms of knowledge transfer—mentorship—emerges as a powerful catalyst for personal growth, professional development, and relationship building. In The Mentorship Edge, Deborah Heiser, PhD, breaks down the core components of mentorship, explains the transformational power of lateral mentoring, and outlines strategies to implement mentorship initiatives in organizations. By following intrinsic motivations, reflecting on your unique gifts, and forming relationships rooted in reciprocation, you can leverage mentorship to grow, find purpose, and build community.":1,"#Deborah Heiser":1,"#The Mentorship Edge":1,"#The article focuses on the idea that choosing familiar and comfortable options may limit personal growth and life experiences. It uses the example of a teenager deciding between two colleges—one familiar and one unfamiliar—to illustrate how opting for the unknown can lead to a more meaningful and expansive life. The author argues that people often avoid risk by selecting what they can easily envision, but this tendency can confine them within their existing experiences. Instead, the article encourages readers to question whether their comfort with a choice is due to familiarity rather than suitability, suggesting that embracing uncertainty can foster personal development and richer life outcomes.":1,"#Choose the Unknown Path":1,"#Artificial intelligence (AI) is revolutionizing the way we communicate, work, and structure our organizations. In Unleashing AI, Dr. Milan Frankl breaks down the fundamentals of AI and provides strategies to help you integrate AI into your business. The business landscape is fast-paced and filled with data that we don’t have the time or resources to process. AI systems introduce forecasting, real-time assessment, and data-driven optimization to enable rapid data processing for core business functions. By aligning AI development with business goals, adhering to ethical standards, and investing in data management, you can unleash hidden potential in your organization.":1,"#Milan Frankl":1,"#Unleashing AI":1,"#Instead of rigid rules, people need a framework for evaluating language so they can make skillful choices for their situation. Both a philosophy and a practice, conscious language promotes equity and freedom by encouraging critical thinking about context, going beyond words to address portrayals, framing, and representation. In The Conscious Style Guide, award-winning writer Karen Yin provides a reference book that empowers readers to create flexible, personalized systems for thinking about today’s constantly evolving language.":1,"#What can psychology, neuroscience, economics, and philosophy teach us about happiness? Harvard professor Arthur C. Brooks has built his career on studying happiness through these lenses. After recognizing that it’s difficult for him to be naturally happy, he conducted a broad range of experiments to boost his happiness baseline. Through these efforts, he came to two important conclusions. First, happiness thrives when people learn to manage their emotions. Second, happiness requires people to build better relationships with others. His column in The Atlantic, which covers his research and journey, impacts people around the world who’ve found more contentment, satisfaction, and joy by applying his principles. Oprah Winfrey, a widely recognized global media leader and philanthropist, is among them. Through various platforms, she’s centered her life’s work on helping others find strength, encouragement, purpose, and meaning. Drawn to Brooks’ discussion on growing into happiness, she collaborated on their new playbook, Build the Life You Want, to share science-backed happiness solutions.":1,"#Arthur C. Brooks, Oprah Winfrey":1,"#Build the Life You Want":1,"#External disruptions, uncertainty, and burnout have many leaders struggling to support and engage their teams. Changing times test your ability to change mindsets—that is, your ability to retrain the neural pathways in your brain so that you can adjust your thinking to new situations. In The Leader’s Playlist, Susan Drumm explains how music can help you take control of your thought patterns and become the leader your team needs.":1,"#The Leader's Playlist":1,"#The world is more connected than ever, and commerce must adapt. Organizations that fail to rethink how they interact with technology will pay a great price. In The Great Digital Transformation, Gerard Szatvanyi helps organizations reimagine how they’ll perform well into the future. Companies can use Szatvanyi’s actionable insights and years of global experience to overcome common challenges and succeed in the changing business landscape. From exploring new ways to interact with customers to rethinking how their employees work, organizations can learn to thrive in this age of digital transformation.":1,"#The Great Digital Transformation":1,"#Connectors get results because they have credibility in their networks. In The Connector’s Advantage, people expert Michelle Tillis Lederman explains how everyone can adopt Connector mindsets and actions into their everyday lives. Using expert advice from her own network, Tillis Lederman shares broad expertise on how you can use the skills of a Connector to make things fall into place. From building better relationships to adopting new ways of thinking, using the Connector’s advantage can help your results, success, and happiness in life.":1,"#The Connector's Advantage":1,"#The power of networking can’t be overstated. It may be the single best way to succeed in life and at work, especially when your focus is connecting and building relationships with others. However, Joe Polish, the founder of the companies GeniusX, Genius Network, and 100K Group, explains that the common—and commonly hated—practice of networking is often equated with surface-level conversations at best and, at worst, this-for-that dealings, which can leave begrudging participants feeling bored, anxious, or even slimy in these exchanges. In What’s in It for Them, Polish offers a new approach to networking: Be a person people value and want to collaborate with. Over nine practical steps, he demonstrates how you can form richer relationships with the right people in the right ways, simply by keeping this question front of mind: What’s in it for them.":1,"#What's in It for Them?":1,"#Micah Solomon":1,"#@https://accel.ebscolearning.com/MFE-User-Authentication-IA/remoteEntry.js:1:12536 @https://accel.ebscolearning.com/MFE-User-Authentication-IA/remoteEntry.js:1:3767 reduce@[native code] @https://accel.ebscolearning.com/MFE-User-Authentication-IA/remoteEntry.js:1:3752 ./AuthChecker@https://accel.ebscolearning.com/MFE-User-Authentication-IA/remoteEntry.js:1:2322 n@https://accel.ebscolearning.com/MFE-User-Authentication-IA/remoteEntry.js:1:3036 a@https://accel.ebscolearning.com/single.ba9ce55dd5291ae825e1.js:1:12376 a@https://accel.ebscolearning.com/single.ba9ce55dd5291ae825e1.js:1:12405":1,"#Loading chunk 844 failed. (error: https://accel.ebscolearning.com/MFE-User-Authentication-IA/844.a784147f36f256e191f9.js) while loading \"./AuthChecker\" from 6518":1,"#How to Measure Impact and ROI in the Win-Win Workplace":1,"#Job crafting empowers employees to personalize their work within defined outcomes. Dan Cable shares 3 ways to craft jobs in a way that enhances engagement, motivation, and performance.":1,"#Job Crafting: How to Inspire Performance":1,"#Executive presence is a critical quality for senior leadership roles. Gerry Valentine presents the 3 skills you can take to cultivate executive presence.":1,"#How to Build Your Executive Presence":1,"#No matter how bold, fearless, entrepreneurial, or savvy an owner is when dealing with all that goes into running a business, ventures can face hardships, succumb to barriers, and crumble. There are no assurances of success, and often, there are few resources at an owner’s disposal to help them solve new or complex problems and mastermind strategies to endure. Serial entrepreneurs Stacey Abrams and Lara Hodgson share this experience. Their company, Nourish, faced challenges with cash flow, leverage, scale, and the economy that ultimately led to its closure. From their failure, they took away some key lessons on starting and growing a thriving business and made it their mission to help other small business owners level up their games. They’ve compiled these lessons and a host of insights in their new book, Level Up.":1,"#Level Up":1,"#Communicating with high-level leaders and CEOs requires you to uplevel your thinking. Alisa Cohn offers 3 frameworks that will help you think like a CEO.":1,"#How to Think Like a CEO":1,"#A person can form a first impression of someone in just 7 seconds. Michelle Tillis Lederman discloses 3 ways you can increase your chance of making a positive first impression.":1,"#How to Make a Good First Impression":1,"#lessons-from-a-first-time-ceo":1,"#MitoQ is a fast-growing cellular health company which produces next generation supplements that target and optimise cellular health. It is headquartered in New Zealand but its major markets are the United States, China, Australia, and New Zealand. MitoQ is currently sold to customers in 140 countries globally, and employs almost 50 people in New Zealand, the USA and China.":1,"#So those are my top lessons. It hasn't all been plain sailing. We've faced a lot of challenges and there are plenty of things I would do differently if I had my time over again. But it's been an incredible year and the team is building great momentum. Hopefully some of this has been helpful as you embark on, or plan, your own CEO journey.":1,"#Don't do what I did, which is wait until some pointed comments on Chinese social media before refreshing my dated wardrobe!":1,"#Be authentic, get comfortable seeing yourself in marketing collateral.":1,"#The most unexpected lesson for me was becoming a brand ambassador. This may be unique to our business, but over the past year I've been filmed, interviewed, photographed, given speeches, and had hundreds of pictures taken. It has been an amazing experience. It has also taken some getting used to… especially as I never achieved my other goal of making the All Blacks so don't have experience in this sort of stuff!":1,"#7. BECOMING A 'BRAND AMBASSADOR'":1,"#Be ready to be challenged, but also be ready to challenge your board.":1,"#Don't go to the board looking for rubber stamping. Share the big issues, give them options and recommendations but facilitate a robust discussion.":1,"#Whilst I remain accountable, I have found that this approach means, a) I have now properly pressure-tested ideas, and b) the board is fully supportive of where we are going.":1,"#I think many of us have seen companies where the board is seen as governance to be 'managed'. My approach to everything is to tap into lots of smart brains to help solve complex issues and that extends to the board. For a new CEO this has been particularly useful as they provide the context of historical decisions.":1},"version":204130}]