[{"_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,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":202232},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":202232},{"_id":"outdated","outdated":{"#© 2017 EBSCO Industries Inc.":1,"#ISBN: 978-1-63369-004-2":1,"#Rifiutare ciò che non è essenziale":1,"#Salva":1,"#Kötü çeviri":1,"#İyi çeviri":1,"#Geri bildiriminiz, Google Çeviri'yi iyileştirmek için kullanılacaktır":1,"#Bu çeviriyi değerlendirin":1,"#Many employees, contractors, and freelance workers are drawn to organizations that offer remote work options. While their managers can see the advantages and the impacts that remote work has on their teams’ satisfaction with their work and the organization they support, they often worry about productivity and the inefficiencies they face in pulling everyone together. In Making Remote Work Work, Gil Gildner explores how employees and managers can adapt to this new way of work, account for the drawbacks, and make the most of the advantages that it can offer.":1,"#Source: Baltika Press":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Gil Gildner":1,"#Making Remote Work Work":1,"#Remote working is a rapidly growing trend. As the business environment changes, more workers will likely find themselves working from home. For some, that will be a welcome change. For others, it might feel daunting. In The Art of Working Remotely, author and long-time remote worker Scott Dawson shares how to make working from home a productive and rewarding experience, whether you’re doing it by choice or by edict.":1,"#Source: Knight Rose Press":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Scott Dawson":1,"#The Art of Working Remotely":1,"#One of the biggest mistakes people make when they start to work remotely is trying to work exactly as they did in the office. Crystal Kadakia suggests reimagining your workday to break through limiting work habits.":1,"#Break Through Limiting Work Habits When Working Remotely":1,"#Work is undergoing a mass reinvention in the face of COVID-19. Teams that learned to work remotely on the fly are now identifying the innovations and best practices that will shape people’s work lives well into the future. In Working from Home, Karen Mangia looks at the tools, structures, and skillsets that support successful remote work—from hosting productive video meetings and virtual events to sharing a household with remote-learning kids. Remote workers, managers, and teams will find practical advice for meeting the challenges of the pandemic and creating sustainable work-from-home models for the post-pandemic world.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Karen Mangia":1,"#Working from Home":1,"#Certificates (7)":1,"#Recently Viewed (60)":1,"#Visible range of carousel items is 6-9 of 9":1,"#Write your purpose in a sentence or two; the act of...":1,"#Begin by focusing on the outcome you want the story to bring about. What do you want the audience to do when they hear your story? For example, you might want the story to spark the client’s interest in your proposed solution and request more information. The vision is about the immediate result, not the long-term results of what you’re proposing.":1,"#Delivering the story.":1,"#Visualizing the data.":1,"#Preparing an engaging delivery.":1,"#Building the story framework.":1,"#Framing the problem.":1,"#Understanding the audience.":1,"#Defining the vision.":1,"#The seven steps of the storytelling process are:":1,"#Defining the Vision":1,"#Part I: Understand the Assignment":1,"#In <strong ljsid-1=\"\">The Ultimate Guide to Storytelling in Business</strong>, Samir Parikh presents a seven-step process that provides you with a structure as you prepare any written or spoken presentation. The process begins with defining the purpose of your communication, understanding the people you’ll present it to, and framing the story by developing logical arguments leading up to your conclusion. The technique also helps you prepare an engaging presentation, present data visually, and deliver a speech, pitch, or webinar to hold an audience’s interest.":1,"#ISBN: 978-1-39423-457-8":1,"#©2024 by Samir Parikh":1,"#by Samir Parikh":1,"#A Proven, Seven-Step Approach to Deliver Business-Critical Messages with Impact":1,"#art-of-communication":1,"#Consider for a moment the trends and impact of reality TV programs in today’s media landscape. From entertainment to politics, there’s a persistent demand for “real” personalities and communication that’s genuine, spontaneous, and unpredictable. These personalities welcome spontaneity by remaining open and genuine with their responses, and they’re often rewarded with more and greater attention. Though prepared speech can be entertaining and informative, spontaneous expression is more alive and open and resonates with people on a deeper level. You can accumulate as much information as possible and then craft an impeccable speech or response, but it’s just...":1,"#Part One: Amazing Conversations":1,"#As professionals, we take communication seriously, but often at the detriment of making authentic connections. Rather than crafting perfect, static speeches to communicate effectively, it’s important to remain open and vulnerable by communicating in ways that are alive and unpredictable. In <strong ljsid-1=\"\">The Art of Communication</strong>, Judy Apps shares how you can access your right brain and practice presence to deepen your communications and create lasting connections.":1,"#ISBN: 978-0-85708807-9":1,"#©2019 by Judy Apps":1,"#by Judy Apps":1,"#How to Be Authentic, Lead Others and Create Strong Connections":1,"#In Communicate with Courage, Michelle D. Gladieux provides strategies to develop the courage to communicate better. She details the four hidden challenges that get in the way of becoming a great communicator—hiding from risk, defining to be right, rationalizing the negative, and settling for “good enough”— and explains how conquering them will help you reach your full potential and lead to more effective communication and stronger relationships.":1,"#Michelle D. Gladieux":1,"#Communicate with Courage":1,"#Communicating is one of the most important things people do. It can make or break a career, build or destroy a relationship, even initiate or end war. Style, the true essence of communication, is a skill, communication style is concerned with how you say what you say. Rarely do people respond to what you say, but rather to how something is said-the style and manner in which words are used. We all expect other people to communicate as we do, thus, management of this conflict leads to control and to personal and professional success. Leaders persuade and influence others to accept ideas, to follow, and to take action. Thus, communication is the essence of leadership.":1,"#Linda McCallister":1,"#I Wish I'd Said That!":1,"#Speaking up at work is easier said than done, especially for introverts. Todd Cherches, a former “3 B’s” guy—back of the room, behind the scenes bookworm—can help you break the ice by putting your “CAP” on.":1,"#How to Overcome Fear and Kickstart Your Confidence":1,"#Being vulnerable and honest is more powerful than not in leadership, which is why admitting your own mistakes is crucial. Alexa von Tobel shares some tips that will help you own your mistakes, and in turn, become a stronger leader.":1,"#How to Admit Your Mistakes":1,"#Confidence is an essential part of masterful public speaking, but it’s also a key ingredient in excelling in life. In Speak with Confidence, Mike Acker shares practical strategies for speaking and living confidently, which include determining who you are, deciding how you’ll reveal yourself through your messaging, and developing skills that will help you grab and retain your audience’s attention. His decades of research and experiences coaching corporate, political, and sports speakers helped him design a framework for capable, confident speaking that will serve you on and off the stage and transform your life.":1,"#Mike Acker":1,"#Speak with Confidence":1,"#196 Results found for <span ljsid-1=\"\">\"Confident Communication: Eliminating Unnecessary Apologies\"</span>":1,"#Effective HR Communication":1,"#Confident Data Skills":1,"#Confident Digital Content":1,"#Matt Haller":1,"#Roles and Responsibilities":1,"#Information Today":1,"#Challenges and unforeseen moments are sure to happen, but winning the sixteen means course correcting and adjusting our mindset to optimize the moment, be our best selves and finish the day proud. Win the 16 is a philosophy, mindset, and lifestyle that can help us navigate the tough, complex, and competitive world we live in. These principles will assist us in optimizing our day.":1,"#Maximize Your Day":1,"#The most important decisions you make during the day are what actions to take and not to take. You could respond, \"Yes, I have a minute ... but it will be after 2 p.m.\" Turn up your personal and business spam filters that block anything that steals our time and our attention. If you are overwhelmed by having too much to do than you can possibly get done within the time committed, determine the most important priorities to complete and reset the deadlines with others":1,"#Effectively Manage Your Multi-Tasking Day":1,"#Time for Success: A New Approach to a Familiar Challenge":1,"#Who's Stealing Your Time?":1,"#Procrastination can have a significant impact on both individuals and workplaces. A study conducted in the UK found that the average worker spends over two hours each day procrastinating, costing businesses billions of dollars annually. Chronic procrastination can also harm personal relationships and hinder success. While common advice focuses on managing symptoms, such as creating to-do lists or eliminating distractions, the root causes of procrastination are often deeper and more complex. These causes include fear, overwhelm, rebellion, and negative self-beliefs. Understanding and addressing these underlying factors can help individuals and teams overcome procrastination.":1,"#Why Wait?":1,"#Don Farrant":1,"#Tighten Your Control on Time":1,"#I encourage you to reduce your stress level and give yourself a pay raise by integrating these simple, yet highly effective time management tips into your daily business routine and remember, there's no time like the present!":1,"#3. Delegate, delegate, delegate. Ineffective salespeople \"play office\" and hide behind paperwork. Make a smart business decision and delegate all non-sales related tasks to an administrative assistant in order to free yourself up for client appointments and prospecting phone calls.":1,"#2. Identify your time bandits. Once you've scheduled your day, the next step in managing your time is to recognize and modify old behavioral patterns regarding the improper use of time. Avoid procrastination in all of its attractive forms. Having a planned schedule helps you say no to time wasters such as web surfing, personal phone calls, long lunches and chatty coworkers. An open door invites continuous distractions. Effective salespeople focus on task achievement rather than tension relieving diversions.":1,"#1. Plan your schedule the night before and hit the ground running. When you're not in control of your schedule, you invite stress to fill the void. Set and prioritize meaningful tasks to be accomplished. Whether it's an appointment calendar or a software program, the critical first step to properly managing your time is to organize and schedule your day. Be careful not to confuse activity with productivity. For example, don't just block off a couple of hours to make calls, set measurable activity goals to be accomplished, much as 25 phone calls per day.":1,"#Time Management Tips":1,"#I am convinced that the improper use of time is the number one contributor to high turnover in the selling profession. I wish I had a nickel for every smart, talented and motivated salesperson who failed because he or she simply couldn't or wouldn't effectively manage their time properly.":1,"#While we can all agree on how to measure time, we each tend to approach time management from our own personal perspective. Look at all of the ways we view the use of time. . . we waste it, we save it, we spend it, we invest it, we borrow it, we steal it, we juggle it, we squander it, and we seem to always be looking for more of it. We have time wasters and time bandits and sometimes, in those rare moments when we find we have too much time on our hands, we even kill it. Time flies when were having fun, but tends to drag for those who are doing time. For some people time stands still, while others see time slipping away, like sand through an hourglass.":1,"#We measure time far better than we manage it. In today's high-tech world, physicists have become extremely proficient at measuring time. The atomic clock, based on strontium atoms trapped in a laser grid, is so precise that it has an inaccuracy of less than one second in 200 million years.":1,"#We measure time far better than we manage it. In today's high-tech world, physicists have become extremely...":1,"#The person who coined the phrase \"time is money,\" must have been a sales rep paid on commission. In the selling profession, the old cliché rings true, if you are not talking to a prospect or customer, you're unemployed! How effectively do you manage your time? Do your spend your time as you would any other precious, nonrenewable asset, or are you the type of salesperson who is stressed-out, constantly jumping through hoops and consistently running late for meetings and client appointments?":1,"#by John Boe":1,"#Clicking this link will redirect to relevant products for the Author John Boe.":1,"#Time Is Money":1,"#Customise Your Choices":1,"#Companies do not need a Steve Jobs-style innovation guru or a team of innovation specialists to drive inventive, customer-pleasing solutions. Anyone can innovate by applying thoughtful, customer-focused best practices. HBR’s 10 Must Reads On Innovation presents advice from innovation experts to help companies and entrepreneurs avoid pitfalls and put processes, practices, and models in place that can lead to new innovation capabilities.":1,"#HBR's 10 Must Reads On Innovation":1,"#<a ljsid-0=\"\">Brandon Bornancin</a> is the CEO and Founder of Seamless.AI, the world’s best sales leads software. He’s a serial entrepreneur, expert salesperson, bestselling author, and award-winning team builder. After hiring more than 1,000 people, building a company worth more than $100,000,000, and winning countless top employer awards like “Top Places to Work,” “#1 Tech Company of The Year,” and “Linked-In’s Top 10 Startups,” Bornancin knows the ins and outs of leadership from managerial, entrepreneurial, and employee perspectives. With all this experience, Bornancin has discovered the dos and don’ts of leading teams, scaling companies, and helping employees maximize their potential through the good times and the bad.":1,"#Speak what you and your employees want into existence.":1,"#Focus your attention on high-potential employees. Create an upward path for every role. Teach employees how to move up. Promote quickly. Use intentional praise. Find a leadership progress partner. Remember, you’re never too important, and you’re always in control.":1,"#Make being a coach your obsession. Facilitate empowering coaching sessions. Apply data to personalized coaching. Encourage your team to think and act like CEOs. Discover what motivates them. Encourage their passion. Give immediate feedback. Help employees reflect and strategize monthly. Fuel growth through meaningful annual reviews.":1,"#Unlock employees’ potential and encourage them to invest in themselves. Lead with purpose, not desire. Coach your managers to lead. Identify leadership potential through leadership abilities, performance history, and company culture fit.":1,"#Developing Future Leaders, Coaching, and Succession Planning":1,"#Break rules for better solutions. Make the best use of your time. Never feel entitled. Find strength in admitting your weaknesses. Observe what people do rather than what they say. Bring value to your team to be valued for yourself. Always work as hard as your team members. Encourage others’ development. Surround yourself with talent. Be the leader you’ve dreamed of having.":1,"#Tailor one-on-ones to individuals. Excite your people about your company. Invest resources in employee success. Overcome your insecurities and believe in your competence. Inspire your team to dream. Adopt an abundance mindset. Create a tribe with other leaders.":1,"#View differences between individuals as assets. You’re at the top of your game when you’re inspiring others. Protect your reputation; it’s everything. Make it clear to your team that unlocking their potential is your first leadership goal. Champion individual incentive. Always have time for team members. Find out what your team needs and help them.":1,"#Leading Diverse Teams and Fostering Continuous Learning":1,"#Empathize with your manager’s position. Be honest, not rude. Embrace your uniqueness. Invest your attention in every meeting. Excel at emotional intelligence. Never degrade your employees. Show and tell your team you’re proud of them.":1,"#Use both data and your intuition. Champion your employees’ natural talents. Practice and coach resilient mental health. Appreciate and support your employees. Foster work-life balance. Become a leader employees would choose. Give your employees the care you’d give your family. Build relationships through shared experiences. Stand up for your employees.":1,"#Learn more by asking open-ended questions. Don’t settle for the status quo. Learn your employees’ communication preferences. Care about what’s right, not who’s right. Demonstrate compassion through your behavior. Adopt a continuous learning mindset.":1,"#Make becoming the best leader your ultimate goal. Make helping your team succeed your first priority. Focus on maximizing your strengths. Only bad leaders want to be called “boss.” Be authentically yourself.":1,"#The Human Element, Emotional Intelligence, and Soft Skills":1,"#Part IV: The Secrets to Developing the Next Generation of Leaders":1,"#Pay attention to feedback patterns. Lead through challenges with empathy. Always take 100 percent responsibility. Teach that failure is learning. Motivate your team when they’re stuck. Remind your team that they’re unstoppable. Be relentlessly optimistic.":1,"#Avoid complacency. Don’t micromanage; trust your team. Disagree respectfully. Build character through adversity. Rise above criticism. Deliberate carefully before making change-driven decisions. Make decisions from a position of strength, not weakness. Welcome all ideas. Work alongside your team. Never stop asking questions.":1,"#Embrace the pain of leadership. There’s always room for improvement. Look to the future. Gain strength from change. Growth requires letting go. Coach employees who need direction; promote those who don’t. Become skilled at managing mediocrity. Motivate through positivity. Observe the subtext in conversations. Coach your team out of their weaknesses gently.":1,"#Leading Through Change, Uncertainty, and Tough Times":1,"#Measure performance, not time worked. Be a servant leader. Make your mistakes during practice. Coach continuous improvement. Persevere through resistance to change. Teach and learn from one another. Learn from every experience, good and bad. Stay positive and focus on moving forward.":1,"#Hold quick meetings daily where everyone shares. Rely on data. Avoid gossip and office politics. Lose your fear of failure. Unblock obstacles as they arise. Follow through 100 percent. Be inclusive to get results. Excite and energize others with your passion. Match your actions to your words. Give your people the freedom to create and innovate.":1,"#You can do whatever you set your mind to. Infuse your team with a sense of purpose. Happiness comes from pursuing your potential. Establish, work on, track, and achieve your goals. Ask for and embrace input. Create a psychologically safe space for others. Always ask for what you want. Praise early and often.":1,"#Empowerment, Trust, and Autonomy":1,"#Let consistent underperformers go. Don’t tolerate bad behaviors. Trade employees to create better fit. Recognize when you’re the problem and fix it. Be positive when under pressure. Be prepared to overcome resistance.":1,"#Be kind and patient when things go wrong. Share your own shortcomings. Craft a passion statement. Ask for open feedback regularly. Eliminate toxic employees immediately. Insist on accountability. Always expect the best from your employees. Overcome your fear of difficult conversations. Create performance improvement plans for every employee.":1,"#Do everything you can to keep your top people. Help your employees feel seen and heard. Listen when they share their issues. Be transparent but resist oversharing. Keep the spotlight on others. Invite them to share what’s on their minds. Don’t glorify overwork.":1,"#Listen actively to become an all-in leader. Share the context for decisions. Be impeccably clear about your expectations. Communication is your most important skill; master it. Communicate with clarity, purpose, and trust. Learn human psychology.":1,"#The Art of Communication, Transparency, and Active Listening":1,"#Part III: The Keys to Unlocking Your Team’s Potential":1,"#Devote energy to the solution, not the problem. Decide what you need to do today, each day. Go outside your comfort zone to grow. Believe in hard work, not luck. Be happy with what you have while you look forward to what you want.":1,"#Encourage leadership. Imitate top performers. Coach curiosity. Teach your employees to turn failures into comebacks. Fail forward. Foster tenacity. Minimize pressure on your team. Help your employees be coachable. Get comfortable with vulnerability. Solicit face-to-face feedback. Never say <em ljsid-1=\"\">can’t</em>; ask <em ljsid-3=\"\">how</em> instead.":1,"#Stay positive, no matter what. Do whatever it takes to succeed. Consistency drives success. Improve by one percent daily. Grow by overcoming challenges. Practice grit. Show up every day, do your work, and be positive. Know your own value. Embrace a beginner mindset and prepare for risk.":1,"#Thriving in Adversity with Resilience, Discipline, and Growth Mindset":1,"#Use your instincts to help your employees succeed faster. Work within the narrowest time limit possible. Focus on high-impact, low-effort tasks. Be selfless <em ljsid-1=\"\">and</em> self-protective. Leverage new employee insights. Champion hard work.":1,"#Fail fast and learn, then insist that employees act on what they’ve learned. Acquire and support the best trainers. Reinforce responsibility. Instruct through understanding. Focus on where you can make the greatest impact. Invest in your people’s success.":1,"#Prioritize projects for maximum success. Break big projects into small pieces. Complete pipeline deals before you prospect. Plan the next day the night before. Never stop coaching. Make all meetings effective meetings and keep them brief. Ask better questions to get better results.":1,"#Choose hires who are passionate about your organization. Make sure your team knows your company’s priorities. Map your team’s journey to success. Eliminate unimportant tasks and projects monthly. Focus on direction over speed. Teach your team to stay on task. Cut back on bureaucracy.":1,"#Prioritizing Tasks, Diagnosing Issues, and Taking Action":1,"#Encourage others to speak up. Allow autonomy in problem-solving. Trust and empower your people to tell the truth, make decisions, and act. Accelerate decisions for a competitive advantage. Learn from successful people.":1,"#View every decision as an investment or a loss. Encourage employee decision-making. Be decisive. Stop multitasking; do less to get more. Aspire to greatness and avoid drama. Review results daily. Alter decisions based on new data. Foster fun and reward performance generously.":1,"#Measure success by results. Don’t overthink decisions. Establish employee key performance indicators (KPIs) and set annual, quarterly, monthly, and daily goals. Use quarterly reviews to map the big picture. Build weekly employee updates into your process.":1,"#Know your <em ljsid-1=\"\">why</em>; it’s the foundation for everything you do. Develop discernment and read regularly. Train your employees to be leaders. Model integrity. Embrace mistakes as learning opportunities.":1,"#KPIs, Goal Setting, and Decision-Making":1,"#Part II: The Strategies for Building High-Performing Teams":1,"#Encourage friendships between coworkers and praise your people. Favor positive reinforcement.":1,"#Invite and reward employee ideas. Place people in their right roles. Encourage experimentation. Be your team’s greatest cheerleader, publicly. Give credit for wins and accept blame for losses.":1,"#Create a coaching conversation playbook. Perfect your expertise. Help your team maximize their performance. Ask your team for feedback. Solve problems to increase productivity.":1,"#Foster a continuous learning environment. Improve from mistakes. Focus on one area of improvement at a time. Deliver value relentlessly. Lean into consistent action. Achieve victory one step at a time. Stay curious. Measure success by how much you give.":1,"#Bring out the best in others. Build a culture based on employee wants and needs. Deliver balance and nurture creativity. Champion the behavior you want to see. Encourage perseverance. Do the difficult things until they become easy. Coach the benefits of working together.":1,"#Developing a High-Performance Culture":1,"#Don’t take it personally when someone quits. Hire people who are more talented than you. Mimic the energy, engagement, and excitement of a startup.":1,"#Hire people you can delegate to. Formalize mentorship. Have new team members shadow top employees. Share data on top performers’ achievements. Boost improvement with positive feedback. Connect senior managers with lower-level employees and standardize regular cross-functional check-ins.":1,"#Do new employee check-ins weekly in the first month. Design onboarding to highlight talent. Make employee-led one-on-ones a regular practice. Accelerate learning. Invest in the right training.":1,"#Create templates for hiring and onboarding. Look for talent constantly. Hire the best people you can find. Cross train to reduce turnover impact. Find talent who will enrich your culture. Fast track job changes.":1,"#Hire with the future in mind. Prospect for talent daily. Establish a standard hiring practice. Reveal top talent through behavioral interviews. Hire for initiative, intelligence, integrity, and a growth mindset. Focus on ability, not specific skills.":1,"#Building the Foundation for Great Hiring and Onboarding":1,"#Develop future leaders. Help your team members set and accomplish their goals. Be fully accountable and flexible. Lift your people up and unlock their passion and drive. Embrace change. Winning comes from bringing out the best in others. Everyone is inherently a leader.":1,"#Develop future leaders. Help your team members set and accomplish their...":1,"#Be tenacious and proactive. Earn your team’s respect by helping them succeed. Always balance risk and reward. Make the difficult decisions, then act. Celebrate with your team daily. Model and teach gratitude. Focus on the future. Lead for impact by serving, sharing, and inspiring others.":1,"#Work toward becoming a great leader every day. Drive your vision to excellence with clarity. Set expectations and fully support your team. Be the leader they want to work for. Give selflessly. Be available, approachable, and responsive.":1,"#Mission, Vision, and Accountability":1,"#Part I: The Principles for Going All-In":1,"#Everyone has the potential to lead. Become a better leader by helping others become leaders, too.":1,"#Great leadership comes through perseverance, transparency, trust, and lifting others up. Model great leadership to bring success to your company and your employees.":1,"#Make becoming the best leader you can be your top priority. There are hundreds of strategies you can use daily to maximize your leadership acumen.":1,"#To succeed at any endeavor, give it all your energy, time, and resources. Go all-in to become a better leader and a better person.":1,"#To be successful at anything, you must invest every bit of your energy, time, and resources. In <strong ljsid-1=\"\">The Power of Going All-In</strong>, entrepreneur and sales leader Brandon Bornancin shares hundreds of strategies for fully investing in your every endeavor so you can make your dreams a reality. Bornancin’s actionable guide provides a multitude of short, execution-ready insights, principles, and best practices you can employ daily to become the best leader you can be.":1,"#ISBN: 978-1-394-19618-0":1,"#©2024 by Brandon Bornancin":1,"#by Brandon Bornancin":1,"#Secrets for Success in Business, Leadership, and Life":1,"#Clicking this link will redirect to relevant products for the Author Brandon Bornancin.":1,"#no-business-ever-drives-itself":1,"#Copyright of NZ Business + Management is the property of Adrenalin Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.":1,"#Have you done enough to shore up the heart of your business before you start chasing new opportunities?":1,"#Our question to business founders is this:":1,"#Unfortunately, all too often we see founders take their focus elsewhere without that co-driver in place, resulting in the car stalling and eventually being sold for parts.":1,"#These people are hard to find and may not currently be in your business. Furthermore, even the right people will require a significant amount of the founder's time as well as adequate salary and rewards.":1,"#The exception to all of the above is if the founder has truly put a good co-driver in place, ready to step-up to the driver's position. This co-driver shares the vision, the discipline and the drive of the founder. They are truly across all areas of the business, exhibit the same values, have commercial acumen, as well as understand the industry and the environment in which it operates.":1,"#Even fewer businesses have the discipline to monitor them regularly, identify big picture opportunities and foresee issues before they become too problematic. All because our business founders have taken their focus away from the 'business that runs itself.'":1,"#In our experience, very few businesses have a matrix that captures key priorities, so that senior staff can stay on course while the boss is distracted on other things.":1,"#By now you might be starting to think, \"if I have great systems and processes in place, situations like these simply shouldn't happen.\"":1,"#FIND THE CO-DRIVER":1,"#It may be that key marketing initiatives are left unattended, cash is not being collected and an increase in staff turnover starts to emerge.":1,"#This could look like the loss of a key customer, missed deliveries or deadlines, invoices not being issued on time.":1,"#What we have observed is that in the beginning, when the founder steps away, little things may start to happen which at first do not seem to have a big impact. But over a relatively short period of time they do have a cumulative effect, resulting in the deterioration of the business as a whole, including the financial health, and impacting on the emotional wellbeing and health of the founder.":1,"#Furthermore, every founder business has its idiosyncrasies because it is as unique as the founder is. Without the founder there, hands firmly on the wheel, steering the car in the right direction with the right conditions, what we all too commonly find is that the beautiful bespoke sports car starts to stall.":1,"#They may think they are doing what is best for the business, but without being able to read the founder's mind, they might make decisions that could prove detrimental.":1,"#Staff in this analogy help with the build, running and maintenance of the car. They are great at supporting the founder in making sure the car is in its optimum condition. But without the founder there, they may make decisions that are inconsistent with the founder's vision.":1,"#To us, any founder business is like a bespoke sports car. The founder is the engineer who designed the car and, at first, is the best driver because they know the car best. They know the optimal conditions for the car, what parts need the most attention and where it should go.":1,"#As mentors and consultants, we often use metaphors and analogies to simplify complex managerial and strategic concepts.":1,"#The founder's vision, insight and leadership are still vital and absolutely required for the sustainability of their business.":1,"#Unfortunately, this is never the case.":1,"#On the surface, it can certainly appear to business owners that the place is ready to run itself. The staff know the systems, products and services. They're more than capable of keeping the home fires burning while the profits continue to roll in, seemingly without a hitch.":1,"#What's more, their attention is diverted away from core business, in the hope that their influence there is no longer required, freeing them up to hunt for 'the new and the exciting'.":1,"#It's not uncommon for business founders to use this part of their company as a 'cash cow' to fund fresh ventures and those shiny new things.":1,"#In essence, it's what the business was built on; it represents the true heart of the organisation.":1,"#In saying the 'better part' of their business, we're referring to its origins — the product or service the business was founded on; the most established part of the business, with the best systems and processes; the area that brings in the most cash and has the longest serving staff.":1,"#As business consultants and mentors, the most common thing we are told when we meet business owners for the first time, is that the better part of their business simply 'runs itself'. They would prefer to focus on developing the latest 'shiny new things' and they would like our help to do it.":1,"#by GALIA BARHAVA-MONTEITH, MARISA FONG":1,"#Any Founder Business Is Like a Bespoke Sports Car, Says Marisa Fong and Galia Barhava-Monteith. If the Founder's Focus Is Elsewhere, That Sports Car Can Stall":1,"#Clicking this link will redirect to relevant products for the Authors MARISA FONG.":1,"#MARISA FONG":1,"#Clicking this link will redirect to relevant products for the Authors GALIA BARHAVA-MONTEITH.":1,"#GALIA BARHAVA-MONTEITH":1,"#ISBN: 979-8-8905-7035-2":1,"#©2025 by The Kaleel Jamison Consulting Group, Inc.":1,"#<span ljsid-1=\"\">2</span> of <span ljsid-3=\"\">419</span>":1,"#Brandon Bornancin":1,"#Sally Lorimer, Arun Shastri, Prabhakant Sinha":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">419</span>":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Finally, organizational leaders may establish reward systems to support and encourage inventive efforts. Rewards may include additional pay, time off, public recognition, or other celebrations. A thoughtfully constructed system of rewards can boost and sustain team members’ creative energy and help them work toward innovative thinking every day.":1,"#In addition to enhancing physical environments, organizational leaders should focus on developing organizational cultures that embrace creative problem solving, inventive thinking, risk, and continuous learning. Organizations that recognize the importance of risk and innovation promote the idea that risks are not only acceptable, but necessary for progress.":1,"#Creativity should not be limited to one-off scenarios. Instead, it can be integrated throughout an organization and embedded in its daily work. Organizational leaders should enrich their physical environments to encourage innovative thinking and creativity, including reconfiguring meeting rooms and informal meeting places to encourage communication. Every meeting room and place in which conversations commonly occur should be equipped with tablets or paper and writing utensils that people can use to capture ideas.":1,"#Promoting a Creative Culture":1,"#Once the one idea has been selected, a team must develop blueprints to help with idea implementation. Team members should explain their winning idea, why it will work, and why it matters in detail to uncover any lingering questions. Next, they must determine who will be involved in the implementation, whose buy-in is critical to success, and who might resist them. Team members must identify the resources that are needed, the funds required to execute the process, and personnel who will be needed to support them. Finally, the team must determine how it will measure its success or evaluate whether modifications are needed.":1,"#When teams uncover ideas that meet all of these criteria, they should continue to assess whether the ideas are worthwhile. They should consider whether ideas have real value, benefits, or usefulness; whether they would spawn other opportunities and improvements; and whether there would be long-term damage to their companies or teams if ideas fail. After engaging in debate, discourse, and collaborative discussion, team members should be able to select a single clear idea that represents the best solution.":1,"#<em ljsid-0=\"\">Costs.</em> Teams must also consider cost constraints and budgets when evaluating and selecting ideas.":1,"#<em ljsid-0=\"\">Time frame. </em>Teams must determine which options can be completed before their established deadlines.":1,"#<em ljsid-0=\"\">Resources.</em> Team members must evaluate whether they can realistically execute ideas based on the technical and business competencies, technology, and other resources that are available.":1,"#<em ljsid-0=\"\">Organizational values.</em> Team members should consider each idea’s alignment with their company’s purpose, mission, strategy, and culture.":1,"#Teams must determine which ideas are most feasible and worthy of pursuing while factoring in necessary constraints. The following parameters can help them narrow their options to those that align with their organizations:":1,"#One of the most difficult parts of the creative process is choosing one option from many possible choices. Team members should be given time to consider their choices before reconvening for a convergent thinking session. In convergent thinking, teams consider which one of their generated ideas are most useful. While judgment and critical thought were not welcome in the idea generation process, they are important evaluation tools for assessing options.":1,"#Choosing the Right Option":1,"#<em ljsid-0=\"\">Individual idea generation.</em> While some people develop their best ideas in a group setting, others are most creative when working alone. In the individual idea generation approach, team members silently consider creative solutions to their problems and then share their ideas with others. This may be done by writing each idea on a sticky note, placing it on the wall for all to see, and then working together to arrange ideas categorically.":1,"#<em ljsid-0=\"\">Catchball. </em>After some ideas have been generated, teams may choose this process to improve on an existing idea and gain buy-in from the rest of their teammates. When using the catchball technique, one team member tosses the original idea to another, who must then review, consider, and improve upon it. The idea is then tossed to someone else who must follow the same process. This approach provides everyone with the opportunity to enrich the idea, share responsibility, and develop ownership of the idea.":1,"#<em ljsid-0=\"\">Mind mapping.</em> This free association activity allows team members to develop interconnected ideas. In this approach, team members consider a word or concept and write down words that relate to it. The team then connects ideas that are similar by drawing a line between them. Colorful lines may indicate ideas, doubts, or items that require actions. As with brainstorming, even the most outlandish ideas may prove to be valuable to the process.":1,"#<em ljsid-0=\"\">Brainstorming.</em> When brainstorming, team members solicit ideas from their groups in a rapid, informal manner. This method brings forth many new ideas that can seem offbeat or strange, but each idea is important because it can be used to generate more effective ideas. Brainstorming sessions can be enhanced when teams imagine solutions or circumstances without constraints, experiment with combinations of ideas, and use imagery and metaphors to generate new ideas.":1,"#Creative ideas result from<em ljsid-1=\"\"> divergent thinking</em>. In this process, teams choose to break away from their established ways of seeing and doing things to gain new perspectives, uncover previously undiscovered connections between facts and events, and consider questions that no one had previously thought to ask. Divergent thinking allows teams members to generate a broad range of solutions without judging their merits. There are four common approaches to this thought process:":1,"#Generating Ideas":1,"#<em ljsid-0=\"\">No idea is a bad idea.</em> No idea should be labeled as “bad” or “stupid.” Doing so may shut down the creative thinking process that is necessary for idea generation.":1,"#<em ljsid-0=\"\">Value differing viewpoints.</em> While disagreements and challenges of assumptions may occur, team members must recognize that conflicting views can provide a valuable source of learning.":1,"#<em ljsid-0=\"\">Be a good listener.</em> All team members should have the opportunity to communicate, which requires them to actively listen to others.":1,"#<em ljsid-0=\"\">Respect all members of the group. </em>Ideas and assumptions should be challenged, but individuals should not be attacked.":1,"#In their initial idea-generation sessions, teams should establish rules of conduct for interaction that are based on their preferences and working styles. Creative teams may also choose to abide by four commonly applied rules:":1,"#When preparing for idea-generation sessions, teams should gather documents, reports, or in-house materials that are relevant to their problems. These materials can help them gain a clear understanding of their situations and develop possible solutions. Teams should also prepare by conducting research, talking to experts, and looking into the sources of their problems. Finally, teams should develop and distribute clear agendas before their meetings so that participants will be prepared to generate or evaluate ideas.":1,"#Teams should meet in environments that provide multiple kinds of stimuli that encourage team members to engage in various styles of thinking. Seating should be arranged to encourage collaborative discussions in smaller subgroups or as one larger group. Warm natural light and background music can also set the tone for innovative thinking. Meeting spaces should include paper and writing utensils that team members can use to overcome their inhibitions and ignite their creativity.":1,"#Teams should have overarching timelines that make time for idea generation, consideration, and implementation and identify project deadlines. Idea generation sessions should occur well in advance of any deadlines, because the best ideas rarely develop when people are under the pressure of a deadline. Short time frames may also result in frustration and burnout for the team members, which can short circuit a group’s collaborative efforts and prevent innovative thinking from occurring. Idea-generation meetings should be brief and scheduled during periods when team members can give their undivided attention.":1,"#Once they have the right teams in place, leaders must set the stage for creative thinking. This is achieved by determining the best times for meetings, securing appropriate meeting spaces, and establishing ground rules.":1,"#Setting the Stage for Creative Thinking":1,"#After assessing their teams, leaders should determine if any critical skills or areas of expertise are missing. When leaders have the resources to add new team members, they should consider people who hold positions within their organizations, outside their organizations, and even outside their industries, and then carefully and deliberately integrate them into their groups. When organizational leaders are unable to add new team members, they should focus on developing their existing team members. This can be accomplished by sending team members to professional conferences or skill-enhancing training sessions, listening to speakers or attending workshops that inspire creativity, or visiting other companies to observe their best practices.":1,"#Leaders who want to enhance the innovative capabilities of their teams must assess each member’s intellectual diversity, skills, and experiences. The most effective way to assess these attributes is to have a conversation with team members in a group setting. In this conversation, each team member may share his or her work history, educational background, perceived strengths, passions, and hobbies to reveal how he or she can support the team. By discussing each member’s best and worst team experiences, dynamic preferences, desired level of support, and definitions of effective meetings, leaders and their team members can better understand one another’s preferred working styles and manners of thinking. Leaders can use this information to tailor requests to each member’s preferences, when possible, and enhance inventiveness throughout the creative process.":1,"#Effective teams often include individuals from a variety of disciplines who offer a distinctive blend of knowledge, skills, experiences, and preferred styles of thinking that can aid in collaborative discussions. Diversity of thought and perspective can bring about insightful solutions and spark creative abrasion, in which teams generate, explore, and alter creative ideas through debate, discourse, and collaboration. Teams that are the most successful in developing creative solutions are typically made up of members who excel at giving feedback, building consensus, communicating, and motivating one another.":1,"#Before organizational leaders can enhance their teams’ creativity, they must determine whether they are positioned for success. Leaders must ensure that their teams include members who possess the skills, backgrounds, and expertise that are needed to create and hone unique ideas.":1,"#Before organizational leaders can enhance their...":1,"#Building Your Team":1,"#Teams frequently engage in creative thinking to determine the best ways to enter new markets, revolutionize internal processes, or develop innovative products. Leaders must ensure that their teams’ creativity is fostered and enhanced to maximize their effectiveness in creating innovative ideas and solutions. Enhancing team creativity is a collaborative process that utilizes each individual’s skills, experiences, and expertise, regardless of his or her role in the organization. When employees help to develop creative solutions, they gain a sense of ownership and become more motivated to ensure that their projects succeed.":1,"#Enhancing Your Team’s Creativity":1,"#<em ljsid-0=\"\">Instilling organizational cultures of creativity.</em> Organizations must recognize the importance of risk and strive to develop cultures that embrace creative problem solving, inventive thinking, and continuous learning.":1,"#<em ljsid-0=\"\">Utilizing multiple approaches to develop ideas.</em> Teams often generate their best creative ideas through the processes of brainstorming, mind mapping, catchball, and individual idea generation.Narrowing the options to find useful solutions. After generating a variety of ideas, a team must determine which single idea is the most feasible and worthy of pursuing. Team members should consider the idea in relation to their organization’s values, the resources that are available, the time frame in which the idea must be executed, and the costs that are associated.":1,"#<em ljsid-0=\"\">Defining ground rules for interactions among team members.</em> Common rules of conduct include showing respect to all team members, actively listening to others, valuing differing viewpoints, and recognizing that no idea is a bad idea.":1,"#<em ljsid-0=\"\">Establishing the ideal time and setting for generating ideas.</em> Time and setting are critical for the spontaneous generation of creative ideas. Creative meetings should be brief, set in mentally stimulating locations, and occur during morning hours when team members are less distracted.":1},"version":202232}]