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Dweck.":1,"#Question: What are you doing to learn on a consistent basis?...":1,"#In 2012, a researcher called Christoph Becker investigated how much information audiences retained and found that they retained very little from bullet point presentations, slightly more when the presenter didn't use any slides at all, and a lot more...":1,"#The components of effective speaking":1,"#Now think about how much specific training you have had in oral communication. Although speaking may be the most important and demanding part of your job, learning how to speak well was not part of preparation for your role, was it? Perhaps not feeling as comfortable as you would like to be in speaking situations, you picked up one of the hundreds of books offering communication advice or you attended a Toastmasters meeting. It is time-consuming to search for help, and you lack time. Let me share an easy way to conceptualize the skills necessary to be a great communicator and point out some practical things you can do to be powerful and engaging in all speaking situations.":1,"#You likely speak a lot. Your impact as a leader improves if you do that well. Use the creating and performing framework to quickly assess areas of strength and weakness, and then begin the process of becoming the oral communicator you want to be.":1,"#compelling messages":1,"#After you create your talk, look for words and phrases where emphasis will make it come alive. Add excitement, enthusiasm, sadness, amusement, or any other form of emphasis as appropriate. If listeners cannot hear that you are excited about the new initiative, they won’t buy in. If you don’t sound concerned about the problem a direct report has, your apparent callousness will hurt morale. If there isn’t a lot of life in your voice on the virtual meeting, attendees will turn off their cameras and wander off.":1,"#You don’t need to overemphasize those words, and perhaps you would rather emphasize other words. But under no circumstances should you speak all the words the same way.":1,"#A little emphasis on certain words will make the reading more listenable: Palmer shares practical, understandable ideas that enable <em ljsid-1=\"\">all</em> adults to design <em ljsid-3=\"\">effective</em> presentations and <em ljsid-5=\"\">deliver</em> those presentations with <em ljsid-7=\"\">dynamic</em> speaking skills.":1,"#Even the unexciting talk needs more life. Something as basic as presenting someone’s biography doesn’t excuse monotony. Can you deliver the following biography with some life in your voice?":1,"#You may not be someone who is generally lively, but as a leader, you need to become that kind of person. “I’m excited to see you here” should make listeners believe that you really do feel that way. Different life in the voice can change the meaning of that phrase, by the way: “I’m excited to see you here.” (But no one else is?) “I’m excited to see you here.” (But not those other people?) How you say the words matters.":1,"#Speakers need much more life in their words. Put another way, add inflection, expression, intonation, or modulation. You must convey feeling, emotion, and passion.":1,"#The most important performance piece to work on is life in the voice. Listeners become annoyed by odd tics, mumbled words, and being read to, but the main reason they tune out is because a speaker is boring.":1,"#Now think about how much specific training you have had in oral communication. Although speaking may be the most important and demanding part of...":1,"#Pick one aspect on which to work. For instance, if you speak too fast, bit by bit, work on slowing down and looking for places to pause for effect.":1,"#Habits are extremely difficult to break, and once you are aware of an issue, improvement is incremental.":1,"#You probably have a long history of fidgeting with your hair, rocking back and forth on your feet, speaking too fast, or reading from your notes. Now that you know what to look for (poise, voice, eye contact, gestures, and speed), use a recording tool on your tablet or smartphone to record yourself. And then be brutally honest with what you see and hear.":1,"#It doesn’t matter how well a talk you create if you can’t deliver it well. Although it is easy to remember the six elements of effective performance, mastering them is a challenge.":1,"#Performing a talk":1,"#“Some of you have already been recording this data, so the new procedure is a minor change, but I am aware that for many this seems like a large, new, burdensome requirement. Here are some ideas to help you accomplish this.”":1,"#“For those of you who just started, be careful to …”":1,"#“People who have been with the company for a while will remember the time …”":1,"#In addition, a talk for a large audience should include comments that appeal to subsets within the big group such as individuals with years of experience as well as listeners who are new, and people who are likely to be warm to the new idea and those who will be resistant. For example:":1,"#<strong ljsid-0=\"\"> Add content to appeal to each audience member. </strong> Kelsey and Kyle have different personalities and, while you may need to present the same basic information to both during their respective performance reviews, you must tweak that information so that each can receive it well.":1,"#Most leaders spend a lot of time talking—for example, to individuals casually and formally, to small groups, to the audience of formal presentations, to attendees during Zoom meetings, to peers, to supervisors, and to the public. Add up all those scenarios, and it becomes obvious that the thing you probably do more than anything else is speak. All those oral communication situations contribute to an organization’s culture and have an impact on your effectiveness as a leader.":1,"#<strong ljsid-0=\"\"> Include connectors. </strong> <strong ljsid-2=\"\"> </strong> What content can connect you to the listeners? For instance, try something such as “I remember when I was sitting in your position and I …” or “This may not seem important to all of you right now, but let me give you an example of how this will affect you soon.”":1,"#<strong ljsid-0=\"\"> Incorporate engaging elements. </strong> What story can you tell that makes the content stickier? Preface it with a statement such as “I had a situation in my life that demonstrates the usefulness of what I just shared with you.” If you have a good sense of humor and if the topic allows, how can you add levity to sustain interest? Should you add some activity or interaction?":1,"#<strong ljsid-0=\"\"> Cut back. </strong> Is it all necessary? What will the listeners be able to grasp right now? The Ebbinghaus forgetting curve suggests that people forget half of what they learn within an hour and 90 percent of what they learn within a week. Your audience will not be able to grasp all that you want them to.":1,"#Now, knowing what you know about your audience, adjust your content.":1,"#Creating a talk: Content":1,"#Don’t become someone you aren’t. Instead, develop different versions of yourself just as you have a version for a dinner with friends, for your teenage child, for the dugout, and for the presentation to the board.":1,"#<strong ljsid-0=\"\"> Adjust your expectations. </strong> Be realistic: Will all listeners react exactly as you hope? Prepare for likely responses. For example, a department reorganization will bring up questions. Anticipate the questions and prepare explanations. The reorganization may upset some people. Therefore, think about who will be distraught and why so you can offer understanding and support.":1,"#<strong ljsid-0=\"\"> Alter your appearance. </strong> What will the listeners be expecting—formal or casual? Wearing a suit and tie to speak to employees whose dress code includes steel-toe shoes and jeans adds to the us-versus-them perception of leaders.":1,"#<strong ljsid-0=\"\"> Modify your language. </strong> <strong ljsid-2=\"\"> </strong> What level of vocabulary is appropriate? For example, are you speaking to journeyman electricians or apprentices? Advanced-degree college graduates or high school graduates?":1,"#Once you know about the audience members, you can then create a talk that specifically targets them.":1,"#by Erik Palmer":1,"#If you have been with your company for a while, you already have a sense about those factors. If you are new, however, you must ask many questions and spend a great deal of time observing. Are you the fourth leader with a new, bold vision that they have had in the past five years? Does the organization have a culture of compliance or an initiative-valued culture? Who is putting in time until their retirement, and who is ready for anything? Learn everything you can about the people to whom you will speak.":1,"#No generic talk exists that works for all. All talks fail without audience analysis, but analyzing the audience is a difficult task. You must gather information, try to get into listeners’ minds and behavior, understand the culture, and discover biases.":1,"#How do some listeners differ from others?":1,"#What filters or mindsets do they have?":1,"#What are their interests?":1,"#What mood are they in?":1,"#What are they capable of knowing?":1,"#What do they want to know?":1,"#What do they need to know?":1,"#You likely haven’t had instruction in oral communication.":1,"#All talks are for an audience. The audience may comprise one person, a few, or many. Regardless, you must understand the listeners before any other preparation takes place. For instance:":1,"#Usually, the problem is that the speaker only thought about themselves as they prepared: “What do I have to say?” That’s a big mistake.":1,"#Unfortunately, that way of thinking is the main reason talks fail. Why did most attendees consider the meeting a waste of time? Why didn’t Kelsey seem to respond the way you hoped, like Kyle did? Why did audience members forget most of what the speaker said almost instantly? What went wrong?":1,"#I am surprised at how often speakers underestimate the importance of analyzing their listeners. Indeed, some speakers never think about it, yet all talks are doomed if the speaker doesn’t conduct an audience analysis. It is common for managers, trainers, and leaders to have content they must cover. For example, the employees and trainees must hear about the new procedures, safety regulations, sales promotion, or some other critical information. As such, the presenter prepares the text of the talk with all the important information, thinking, “I covered it, so I’m done.”":1,"#Creating a talk: Audience":1,"#But what about the two skills I didn’t mention, audience and content? Let’s look at those in a bit more detail.":1,"#No pressure.":1,"#There are some easy things you can do to create a better talk. For instance, you can adjust your appearance quickly. Or review the PowerPoint slides with new eyes to determine whether they have too many words, bullet points, or silly images. If they do, re-create the slides (see sidebar). You can also put more effort into writing a strong opening, nice transitions, and a powerful ending. Of course, you can make those adjustments while no one is watching.":1,"#Curing communication problems first requires understanding which part of effective speaking created the issue.":1,"#Or: Was the leader hard to listen to, making the meeting dull? Did they speak too fast? Mumble? Speak in a monotone? Distract with odd mannerisms? Those are examples of delivering-a-talk problems.":1,"#Clicking this link will redirect to relevant products for the Author Erik Palmer.":1,"#Did the speaker misjudge the attendees and what they wanted? Was there too much content? Was there poor organization? Were visual aids weak? Those are all creating-a-talk problems.":1,"#Think of examples where a leader made an oral communication mistake. What blunder did they make?":1,"#Understanding communication failures":1,"#Having a blueprint is not the same as having a house, and knowing what all great speakers do doesn’t mean you can instantly do what they can. Mastering the 11 elements will make you an effective, memorable speaker—but it takes a lot of effort to achieve mastery.":1,"#You may be thinking that the keys to speaking well can’t be that simple, right? The simplicity refers to the beauty of the framework: a practical way to understand effective speaking and to guide you in improving your oral communication. But easy? Hardly.":1,"#The guidance you’ll find in the various books about speaking fit into those 11 elements. And every speaking situation requires all 11 components, whether it involves leading a staff meeting, interviewing someone, presenting to the board, making a training video, taking the stage at a comedy club, talking to T-ball team parents, or convincing a store employee to give you a refund. Apply them to talks, whether formal or informal; in person or virtual; and one on one, small group, or large group.":1,"#Speed. Vary the pace of delivery to create and sustain interest.":1,"#Gestures. Use hand, face, and body movements to enhance the message.":1,"#Eye contact. Make eye contact with all listeners.":1,"#Life. Inject life into your voice to avoid being dull and monotonous.":1,"#Voice. Make sure the audience can hear every word easily.":1,"#Poise. Be free of nervous tics and appear calm and confident.":1,"#While speaking, great speakers perform with six elements in mind:":1,"#Personal appearance. Dress for success with the particular audience.":1,"#Visual aids. Use visuals with high impact.":1,"#Organization. Have a strong opening, good transitions, and a powerful closing.":1,"#Content. Include just the right amount of content with additions, such as stories or activities, to make the presentation engaging.":1,"#Audience. Gear the talk specifically to the group.":1,"#Before stating anything, great speakers build talks with five factors in mind:":1,"#The two distinct parts of oral communication are creating the talk and performing the talk. Creating the talk refers to everything you do before you say a word; performing the talk pertains to everything you do as you speak. Every speaking situation involves both, each requiring a different skill set.":1,"#Today 10:29 AM":1,"#con técnicas de relajación":1,"#como prevenir el burnout":1,"#Today 4:42 PM":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Perry Timms":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kim Cameron":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Geoffrey VanderPal, Randy Brazie":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Paul T. Bartone, Steven J. Stein":1,"#reentrnamiento cerebro":1,"#Today 3:22 PM":1,"#Today 3:20 PM":1,"#Notes (6)":1,"#Mentalidad holística":1,"#Today 3:09 PM":1,"#Reframe goals":1,"#Today 3:04 PM":1,"#Today 2:56 PM":1,"#After Action Review":1,"#Today 2:51 PM":1,"#Tips para reflexionar":1,"#Today 2:43 PM":1,"#Pasos para trabajo interior":1,"#Today 2:38 PM":1,"#nancy.torresg@udem.edu":1,"#leading-with-feeling":1,"#ISBN: 978-0-19069894-2":1,"#by Cary Cherniss, Cornelia W. Roche":1,"#Clicking this link will redirect to relevant products for the Publisher Oxford University Press.":1,"#The first strategy that outstanding leaders use is to monitor the emotional climate. Leaders succeed or fail based on the quality of the information they have to work with. Since...":1,"#Clicking this link will redirect to relevant products for the Authors Cornelia W. Roche.":1,"#Clicking this link will redirect to relevant products for the Authors Cary Cherniss.":1,"#<span ljsid-1=\"\">3</span> of <span ljsid-3=\"\">14</span>":1,"#<span ljsid-1=\"\">2</span> of <span ljsid-3=\"\">14</span>":1,"#166 Results found for <span ljsid-1=\"\">\"leadership\"</span>":1,"#31 Results found for <span ljsid-1=\"\">\"leadership\"</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">84</span>":1,"#1000 Results found for <span ljsid-1=\"\">\"leadership\"</span>":1,"#You are currently logged in as nancy.torresg@udem.edu":1,"#Recently Viewed (58)":1,"#Empathy is an EI-adjacent skill that equips you to create and maintain effective relationships. It helps you navigate social situations in a way that wins allies and fosters good communication. According to Daniel Goleman, who popularized...":1,"#Put simply, <em ljsid-1=\"\">empathy</em> means that you have an accurate understanding of another person’s viewpoint. You’re not reacting from the outside; you see it through their eyes. You’re able to reflect that viewpoint back to them in a neutral way that shows your understanding without implying agreement. In contrast, <em ljsid-3=\"\">sympathy</em> results from your reaction to something that happens to another person. It typically brings on feelings of pity or sorrow rather than understanding. It’s impossible to genuinely agree with everyone, and others may resent you having pity on them. They’ll view you as disingenuous if you offer false sympathy, and you’ll erode trust rather than build it.":1,"#Empathy is an EI-adjacent skill that equips you to create and maintain effective relationships. It helps you navigate social situations in a way that wins allies and fosters good communication. According to Daniel Goleman, who popularized EI, the EI domains are self-awareness, self-management, social awareness, and relationship management. The components skew heavily toward interactions with others. Goleman also identified 12 competencies supporting EI. As part of that list, empathy is the foundational skill that helps you bring others down from an adversarial viewpoint, make genuine connections with them, and work together from a place of respect.":1,"#What is empathy?":1,"#Learning leaders can’t build their teams without a diverse toolkit of human skills. Emotional intelligence in particular gets a lot of attention as a necessity for any effective leader, but you can’t build your EI skills without a solid foundation of empathy. If others in your organization don’t feel that their leaders hear and understand them, efforts to engage them will quickly crumble.":1,"#<strong ljsid-0=\"\">Implement empathy training in your organization.</strong><strong ljsid-1=\"\"> </strong>You can actively model empathy, but you’re also in a perfect position to advocate for its inclusion in your talent development program.<strong ljsid-3=\"\"> </strong>Not only does that equip others with the skill, but it also shows a company-wide commitment to empathy.":1,"#<strong ljsid-0=\"\">Conduct regular empathy check-ups.</strong> Remember, self-awareness is the foundation of EI. Ask others if they feel heard when they talk to you. Solicit honest feedback on your communication skills and put that feedback into action.":1,"#<strong ljsid-0=\"\">Normalize active listening.</strong> Model the skill for your team and for everyone else you interact with throughout the organization. Set listening ground rules up front, getting buy-in by showing how they will benefit everyone. In addition, give verbal encouragement, be honest when you share with others, and show compassion and understanding when they share with you.":1,"#<strong ljsid-0=\"\">Stack your team with employees who show empathy.</strong> When interviewing prospective team members, ask questions that give them opportunities to explain how they applied empathy in specific situations.":1,"#The great thing about empathy is that any learning leader can develop it and encourage it across the organization.":1,"#Developing your empathy":1,"#Whenever possible, use that discussion tactic before you get to a critical point. You can make it a regular exercise when your team is discussing different courses of action and you see people forming opposing coalitions. It’s also a good practice even when you don’t see problems arising, because it ensures that everyone has a basic understanding of others’ positions.":1,"#by Barbara Lesniak":1,"#That practice is a useful secret weapon because the other person must use empathy to reflect the other side as accurately as possible. Instead of focusing on how to drive their own point home, you’re forcing them to consider how to present the opposite side. That may lead to insights on their part, or it may give them deeper understanding of another perspective, even if they still don’t agree.":1,"#Lead in like this: “I can see you feel strongly about your point of view and feel that you’re proposing the best course of action. I’m confident in my own proposal, but I want to make sure that I understand your side thoroughly. Let’s try something to help us see each other’s points of view. I’ll put myself in your shoes and argue for your side, and you do the same for my side.”":1,"#A flip-flop is an empathy strategy to pull out when all else fails. When the other person keeps building their walls taller and stronger, get them to step out with a role-reversal exercise. Ask them to argue your point of view while you do the same for theirs.":1,"#Forced empathy via flip-flop":1,"#Doing so shows your understanding while allowing you to retake control and move the conversation in a productive direction. That’s a critical skill for learning leaders, who must keep their projects on track and meet timelines, objectives, outcomes, and other key performance indicators.":1,"#“What are your suggestions to help us find common ground?”":1,"#“How can we come to an agreement on this plan?”":1,"#“What do you need from me to help you reconsider this proposal?”":1,"#“I’m glad you’re able to share your feelings with me. What do you think is the best way to move forward?”":1,"#Once you’ve confirmed the correct feeling, ask a question that continues the conversation productively, such as:":1,"#Having empathy is critical for effective leadership.":1,"#For example, counter with “It seems like you’re frustrated at what you perceive as opposition to your plan. I think I’m hearing frustration in your tone. Is that accurate?” You’re stating your perception and providing an opportunity for correction if you’ve misinterpreted the other person’s reaction.":1,"#When you’re bombarded with such a question, remember that you’re not obliged to answer it. Instead, deflect the person’s strategy by naming the feelings that seem to be driving the individual. Rather than addressing the question itself, name the feelings you see behind it and ask for acknowledgment. Then, redirect the question to one that moves things forward.":1,"#As another example, sometimes team members, stakeholders, or others in the organization will ask you questions designed to rattle you or put you on the defensive. For instance, “Why are you against such an obviously sound project plan?” or “Tell me why you’re the only one who doesn’t understand the benefits of my approach.” It’s hard to show empathy or come up with any type of effective response when someone puts you on the spot and you’re floundering for an answer.":1,"#Including a question in the response shows your openness to their feedback and your desire to collaborate rather than dictate. Even if your approach is nonnegotiable, seeking and addressing concerns makes it more palatable.":1,"#The latter statement shows that you recognize and value their viewpoint and abilities. Once you give that validation, they’ll be more receptive when you share your side: “My proposal includes some research-based strategies, and I’ve seen them work well in other instances. What is your biggest concern about taking this approach with your team?”":1,"#That’s an attack on the other person’s judgment thinly disguised as empathy. Compare that to this alternate response: “I understand that you’re hesitant about my approach. You have a lot of experience managing that team, so you have many insights on their needs.”":1,"#Some leaders think they’re showing empathy when they’re really fanning the flames. If a Michael-Scott-style leader is trying to show empathy in a conversation on how to approach a work situation, they may say, “I see why you don’t like this approach. I really do. Now you need to understand my side. I’m the expert on effective training, and you should trust that expertise. You don’t think I don’t know my job, do you?”":1,"#No one likes difficult conversations, but empathy makes them easier by helping you tone down the other person’s defensiveness. If they see you as an enemy or an opponent, you have an automatic communication barrier. By showing them that you understand their side, you build a connection that helps to dampen the fire of negative emotions.":1,"#Break down communication barriers":1,"#Active listening provides the perfect circumstances for empathy. In many conversations, the listener is only partially tuned in because they’re thinking about ways to counter what the speaker is saying or carrying out a running commentary in their head. It’s impossible to do that when you’re listening closely enough to deliver an accurate summary. That leads organically to empathy via your reflection of the other person’s position. It also forces them to demonstrate empathy for you.":1,"#In the earlier example, where you show empathy to your stressed work team, you could ask for confirmation to make sure that you have properly placed your empathy and that you’re not misreading the situation. After stating what you see as your team’s feelings, you could ask “Am I seeing this correctly or am I missing other reasons for your stress? What other concerns do you all have?” If team members bring up other issues, repeat what they say and respond in an empathic way.":1,"#When the speaker is done, the listener summarizes what they believe they heard. The listener either confirms its accuracy or offers a correction. The listener confirms understanding of the correction, if necessary, and then the two switch roles. Both people get a chance to share their sides without interruption or judgment.":1,"#Active listening comes in a few different flavors, but the simplest version involves each person taking a turn as the speaker, with the other person refraining from making comments. They can offer neutral affirmations such as head nods or an occasional “mm-hmm” or “I see.” Depending on the circum-Treating stances, they may offer generic encouragement such as “Please tell me more.” Otherwise, they can’t interrupt or share any thoughts of their own.":1,"#There’s a special skill that acts as the mortar for a solid empathic foundation: active listening. The best learning leaders are active listeners, meaning that they put aside distractions and focus fully on the speaker. Then they double-check what they’ve heard to ensure that they fully understand the message as the speaker intended it.":1,"#Begin with active listening":1,"#Examples are especially helpful because they give you the opportunity to see a specific incident through another person’s eyes and compare it to your own perception. Like Michael Scott, you may think all is well, but hearing another perspective often provides an important reality check and prepares you to self-assess more accurately in similar situations in the future.":1,"#Regularly ask for feedback from others and commit to approaching the process with an open mind. For example, if a peer tells you, “You have a tendency to interrupt others when you’re really excited about an idea,” your first instinct may be to respond with “I do not.” Set that aside and approach the conversation with curiosity: “Thank you for sharing that observation. I was not aware that others perceived me doing that. Could you please give me an example?”":1,"#Most leaders are not doomed to a Michael-Scott level of cluelessness if they take some simple steps. The first is to have honest discussions with trusted colleagues who can help you see yourself objectively.":1,"#In one notable episode, a co-worker, Phyllis, knits oven mitts for him for a Secret Santa exchange. She is excited to share a gift that reflects her time and effort, but he dismisses it by saying that it sends the message that “I only care about you a homemade oven mitt’s worth.” He sees that as derogatory, completely missing the point that Phyllis was showing him that he was worth an extra effort versus something that someone could easily buy from a store.":1,"#Michael Scott, a character in the US television series <em ljsid-1=\"\">The Office</em>, epitomizes low self-awareness. He strongly believes that he knows exactly how others see him. Although he thinks his colleagues view him in a positive light, the opposite is true. He doesn’t understand how he affects, and often hurts and alienates, others.":1,"#Clicking this link will redirect to relevant products for the Author Barbara Lesniak.":1,"#Self-awareness is the core component of the four EI domains. If you don’t have an accurate perception of how others view you, you’ll stumble when you try to improve the other components. Low self-awareness is empathy’s nemesis because it destroys the ability to see the world through another person’s eyes and keeps you from understanding how they perceive you.":1,"#The empathy-EI link":1,"#Studies show that treating direct reports with empathy supports their confidence and innovation. You build their trust when they feel you’ve heard them. In addition, they’re more comfortable taking risks and better able to process disagreements and to learn from setbacks because they’re confident that you’ll understand and support them.":1,"#While there’s no immediate solution to their concerns, showing empathy confirms for them that you understand and care. Use empathy to acknowledge their feelings. For instance, state something such as: “I can see how much you all miss Maureen. I miss her too. She was a valuable contributor to the team. From what you’ve said, it sounds like you’re concerned about the workload and the loss of her contributions. I understand those feelings. With the loss of a team member, along with a new project, I can see why you’re all feeling stressed. It’s a big change for the team structure, and this is a high-visibility project, so of course anxiety is normal.”":1,"#For example, let’s say that your team must take on a new project even though you just lost an experienced member to retirement. You cannot hire a replacement until the next fiscal year, which is three months away. You know the remaining team members are feeling stressed over the loss of a long-time colleague and the prospect of working short-handed for several months. Learning about the new project is likely to compound their anxiety.":1,"#Empathy is especially important in the L&D industry. L&D leaders must manage their teams effectively and work with stakeholders across the company. Their work often crosses over to external stakeholders and vendors as well. Advocating for plan and budget approval, managing teams effectively to complete work, and forging external partnerships are just a few of the responsibilities where the empathy superpower is a benefit.":1,"#Almost 80 percent of senior leaders agree with those sentiments, according to the Harvard Business Impact article “Empathetic Leadership: How to Go Beyond Lip Service.” Unfortunately, less than half of those leaders see individuals using empathy effectively within their organizations.":1,"#Ernst & Young’s 2023 Empathy in Business Survey results reveal that almost 30 percent of employees identify empathy as a critical skill for fostering an inclusive environment. They say that having empathic managers boosts their morale.":1,"#In its <em ljsid-1=\"\">2024 State of the Workplace Empathy Report</em>, the Society for Human Resource Management found that employees at every level, from CEO on down, see empathy as important, yet even top leaders struggle to demonstrate it. Newly two-thirds of CEOs have difficulty showing empathy in their interactions, the report notes.":1,"#Importance of empathy in learning leaders":1,"#177 Results found for <span ljsid-1=\"\">\"licitacion \"</span>":1,"#No Results found for <span ljsid-1=\"\">\"obra publica\"</span>":1,"#192 Results found for <span ljsid-1=\"\">\"obra publica\"</span>":1,"#William J. Rothwell, LAURIE MILLER, Angela L. M. Stopper, Aileen Zaballero":1,"#420 Results found for <span ljsid-1=\"\">\"Metodología de la investigación educacional en el contexto de la enseñanza superior. \"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Galarza,C.M. (2024) Metodología de la investigación educacional en el contexto de la enseñanza superior. \"</span>":1,"#427 Results found for <span ljsid-1=\"\">\"Galarza,C.M. (2024) Metodología de la investigación educacional en el contexto de la enseñanza superior. \"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Metodología de la investigación educacional en el contexto de la enseñanza superior\"</span>":1,"#432 Results found for <span ljsid-1=\"\">\"Metodología de la investigación educacional en el contexto de la enseñanza superior\"</span>":1,"#Source: Leading in Context":1,"#132 Results found for <span ljsid-1=\"\">\"apa 7\"</span>":1,"#135 Résultats trouvés pour \"salud y nutricion\"":1,"#Éditeurs":1,"#Durée":1,"#Sujets":1,"#135 Results found for <span ljsid-1=\"\">\"salud y nutricion\"</span>":1,"#428 Results found for <span ljsid-1=\"\">\"farmacologia\"</span>":1,"#In <strong ljsid-1=\"\">Co-Intelligence</strong>, Ethan Mollick describes the power, opportunities, and risks that can come as society coexists with these tools. The Wharton professor and author of the Substack newsletter <em ljsid-3=\"\">One Useful Thing</em> encourages forward-thinking individuals...":1,"#ISBN: 978-0-5937-1671-7":1,"#by Ethan Mollick":1,"#co-intelligence":1,"#186 Results found for <span ljsid-1=\"\">\"Co-Intelligence\"</span>":1,"#Henry Kimsey-House, Karen Kimsey-House":1,"#No Results found for <span ljsid-1=\"\">\"AI\"</span>":1,"#81 Results found for <span ljsid-1=\"\">\"AI\"</span>":1,"#yu.kushimoto@thermofisher.com":1,"#<strong ljsid-0=\"\">Marcia Blenko</strong> leads Bain & Company’s Global Organization Practice and is a partner in the firm’s Boston office. She’s a coauthor of <em ljsid-2=\"\">Decide and Deliver: Five Steps to Breakthrough Performance in Your Organization</em>.":1,"#hbr-guide-to-making-better-decisions":1,"#<strong ljsid-0=\"\">Leigh Thompson</strong> is a professor at the Kellogg School of Management at Northwestern University and the author of nine books, including <em ljsid-2=\"\">Creative Conspiracy: The New Rules of Breakthrough Collaboration</em>. She’s a coauthor of <em ljsid-4=\"\">Stop Spending, Start Managing: Strategies to Transform Wasteful Habits</em>.":1,"#<strong ljsid-0=\"\">Nick Tasler</strong> is an organizational psychologist, author, and speaker.":1,"#<strong ljsid-0=\"\">Krishna Savani</strong> is the Provost’s Chair in Business and director of the Culture Science Institute at Nanyang Business School, Nanyang Technological University, Singapore.":1,"#<strong ljsid-0=\"\">Paul Rogers</strong> is a partner who leads Bain’s London office. He formerly led Bain’s Global Organization Practice. He’s a coauthor of <em ljsid-2=\"\">Decide and Deliver: Five Steps to Breakthrough Performance in Your Organization</em>.":1,"#<strong ljsid-0=\"\">Tanya Menon</strong> is an associate professor of management and human resources at The Ohio State University’s Fisher College of Business. She’s a coauthor of <em ljsid-2=\"\">Stop Spending, Start Managing: Strategies to Transform Wasteful Habits</em>.":1,"#<strong ljsid-0=\"\">Tony McCaffrey</strong> is the chief technology officer of Innovation Accelerator.":1,"#<strong ljsid-0=\"\">David Maxfield</strong> is a <em ljsid-2=\"\">New York Times</em> best-selling author, keynote speaker, and leading social scientist for business performance. He leads the research function at VitalSmarts, a corporate training and leadership development company. His work has been translated into 28 languages, is available in 36 countries, and has generated results for 300 of the Fortune 500.":1,"#<strong ljsid-0=\"\">Erik Larson</strong> is founder and CEO of Cloverpop, a cloud computing solution that applies behavioral economics and collaboration to help business people make better decisions together. He’s a graduate of MIT and Harvard Business School, a decorated U.S. Air Force officer, and an experienced technology executive based in San Francisco.":1,"#<strong ljsid-0=\"\">Ralph L. Keeney</strong> is a professor at Duke University’s Fuqua School of Business in Durham, North Carolina. He’s a coauthor of <em ljsid-2=\"\">Smart Choices: A Practical Guide to Making Better Decisions</em>.":1,"#<strong ljsid-0=\"\">Hal Gregersen</strong> is executive director of the MIT Leadership Center, a senior lecturer in leadership and innovation at the MIT Sloan School of Management, a Thinkers50 globally ranked management thinker, and the founder of the 4-24 Project. He’s also the author of <em ljsid-2=\"\">Questions Are the Answer: A Breakthrough Approach to Your Most Vexing Problems at Work and in Life</em> and a coauthor of <em ljsid-4=\"\">The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators</em>.":1,"#<strong ljsid-0=\"\">Cary Greene</strong> is a partner of the Strategic Offsites Group and coauthor of the <em ljsid-2=\"\">Harvard Business Review</em> article “Leadership Summits That Work.” He frequently writes for hbr.org. He’s also the coauthor of <em ljsid-4=\"\">Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace</em>.":1,"#<strong ljsid-0=\"\">Francesca Gino</strong> is a behavioral scientist and the Tandon Family Professor of Business Administration at Harvard Business School. She’s the author of the books <em ljsid-2=\"\">Rebel Talent: Why It Pays to Break the Rules at Work,</em> <em ljsid-4=\"\">Sidetracked: Why Our Decisions Get Derailed</em>, and <em ljsid-6=\"\">How We Can Stick to the Plan</em>.":1,"#<strong ljsid-0=\"\">Robert M. Galford</strong>, managing partner of the Center for Leading Organizations, is a coauthor of <em ljsid-2=\"\">The Trusted Advisor, The Trusted Leader</em>, and <em ljsid-4=\"\">Your Leadership Legacy</em>. He’s also the coauthor of <em ljsid-6=\"\">Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace</em>.":1,"#<strong ljsid-0=\"\">Bob Frisch</strong> is the managing partner of the Strategic Offsites Group, a Boston-based consultancy. He’s the author of <em ljsid-2=\"\">Who’s in the Room?</em> and four Harvard Business Review articles, including “Off-Sites That Work.” He’s also the coauthor of <em ljsid-4=\"\">Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace</em>.":1,"#<strong ljsid-0=\"\">Liane Davey</strong> is a team effectiveness adviser and professional speaker. She’s the author of <em ljsid-2=\"\">The Good Fight</em> and <em ljsid-4=\"\">You First</em> and coauthor of <em ljsid-6=\"\">Leadership Solutions</em>.":1,"#<strong ljsid-0=\"\">Thomas Davenport</strong> is the President’s Distinguished Professor in Management and Information Technology at Babson College, a research fellow at the MIT Initiative on the Digital Economy, and a senior adviser at Deloitte Analytics. He’s the author of over a dozen management books, including <em ljsid-2=\"\">Only Humans Need Apply: Winners and Losers in the Age of Smart Machines</em> and <em ljsid-4=\"\">The AI Advantage</em>.":1,"#<strong ljsid-0=\"\">Dorie Clark</strong> is a marketing strategist and professional speaker who teaches at Duke University’s Fuqua School of Business. She’s the author of <em ljsid-2=\"\">Entrepreneurial You, Reinventing You</em>, and <em ljsid-4=\"\">Stand Out</em>.":1,"#<strong ljsid-0=\"\">Connson Chou Locke, PhD</strong>, is a leadership researcher, teacher, consultant, and coach specializing in leadership development, culture, and change. She’s Senior Lecturer in Practice at the London School of Economics and Political Science.":1,"#<strong ljsid-0=\"\">Chris Charyk</strong> is an executive coach with The Boda Group, a leadership and team development firm.":1,"#<strong ljsid-0=\"\">Warren Berger</strong> is the author of several books, including <em ljsid-2=\"\">Beautiful Questions in the Classroom</em> and <em ljsid-4=\"\">A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas</em>.":1,"#<strong ljsid-0=\"\">Luke Bencie</strong> is the managing director of Security Management International. He has worked in over 100 countries for the Department of Defense, the U.S. intelligence community, and over two dozen Fortune 500 companies. Bencie is the author of <em ljsid-2=\"\">The CARVER Target Analysis and Vulnerability Assessment Methodology</em> as well as <em ljsid-4=\"\">Among Enemies: Counter-Espionage for the Business Traveler</em>.":1,"#<strong ljsid-0=\"\">Ed Batista</strong> is an executive coach and lecturer at the Stanford Graduate School of Business. He writes regularly on issues related to coaching and professional development at edbatista.com, contributed to the <em ljsid-2=\"\">HBR Guide to Coaching Your Employees</em>, and is currently writing a book on self-coaching for Harvard Business Review Press.":1,"#<strong ljsid-0=\"\">Shankha Basu</strong> is a lecturer (assistant professor) of marketing at Leeds University Business School, University of Leeds, UK.":1,"#<strong ljsid-0=\"\">Joseph L. Badaracco</strong> is the John Shad Professor of Business Ethics at Harvard Business School, where he has taught courses on leadership, strategy, corporate responsibility, and management. His books on these subjects include the <em ljsid-2=\"\">New York Times</em> best-seller <em ljsid-4=\"\">Leading Quietly, </em>as well as <em ljsid-6=\"\">Defining Moments</em>, and <em ljsid-8=\"\">Managing in the Gray</em>, and the forthcoming <em ljsid-10=\"\">Step Back: How to Bring the Art of Reflection into Your Busy Life</em>.":1,"#<strong ljsid-0=\"\">Sami Araboghli</strong> is a junior associate at Security Management International. He’s also a U.S. Marine Corps Reservist.":1,"#ISBN: 978-1-63369-815-4":1,"#Give...":1,"#Consider the alternatives: Knowing your assumptions, what choices do you have? Why would you pursue those choices? Sometimes, there are not good alternatives, for example, shutting down a plant, laying off people. Neither is good, but one solution might be better for the health of...":1,"#Clicking this link will redirect to relevant products for the Speaker John Baldoni.":1,"#Start by choosing what not to look...":1,"#by Crystal Kadakia":1,"#Clicking this link will redirect to relevant products for the Speaker Crystal Kadakia.":1,"#ISBN: 978-1-63369-921-2":1,"#by Vikram Mansharamani":1,"#think-for-yourself":1,"#Clicking this link will redirect to relevant products for the Author Vikram Mansharamani.":1,"#If you turn to an expert to help you make a decision, that expert can frame choices in ways that steer you to one option over another. This gives...":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Vikram Mansharamani":1,"#Dr. Ari Riabacke, Dr. Mona Riabacke":1,"#309 Results found for <span ljsid-1=\"\">\"making decision\"</span>":1,"#Your institution’s subscription is inactive. Please contact your librarian or provider for assistance. (Code # 32)":1,"#kreyna@uat.edu.mx":1,"#erwin.chavez@udem.edu":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Notice your daily drainers. What tasks feel like an effort regardless of time and energy spent?":1,"#To prevent this, it's useful to pay attention to how your willpower is being used and replenished. Try this four-step approach:":1,"#It shows up as low motivation, emotional fatigue, mental fog, and physical exhaustion. The usual restorers stop having an effect because the system that processes stress is overworked.":1,"#On the other hand, things you want to do—drinking your morning coffee, chatting with a friend, working on something engaging—refill the cup. These are your restorers. Even physically demanding activities, like playing with your kids, can be restorative if you enjoy them. If the drain outweighs the restoration over time, the system begins to break down, and your restorers can no longer restore you as well. It's as if the bottom of your cup has a crack. This is burnout.":1,"#Now, imagine starting the day with a full cup of willpower. Every unwanted task—getting out of bed, making lunches, dealing with traffic, sitting through meetings—uses some of it. They're your drainers. They reduce your capacity bit by bit.":1},"version":198448}]