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For...":1,"#ISBN: 978-1-63369-874-1":1,"#step-back":1,"#by Joseph L. Badaracco":1,"#Clicking this link will redirect to relevant products for the Author Joseph L. Badaracco.":1,"#As you engage in mosaic reflection, you may find it helpful to focus on four basic design principles. While these principles define what good reflection looks like, they don’t strictly prescribe how you should conduct yourself when you’re reflecting....":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Laila Marouf, PhD":1,"#Negar não essencial":1,"#Strengthening international bonds is necessary to keep the hospitality industry afloat as globalization fundamentally changes.":1,"#Increasing income inequality within the hospitality industry threatens to diminish an already small talent pool.":1,"#Stagnant wages, increased workloads, and turbulent geopolitics contribute to an immense labor shortage within the hospitality industry. Existing human resource tools, financial models, and talent retention strategies have all proven to be ineffective in remedying the labor shortage. In <strong ljsid-1=\"\">Talent Disruption</strong>, Alexander Mirza details the problems affecting the hospitality industry and presents innovative solutions that prioritize investments in human capital. By recruiting and promoting elite talent, adopting an employee-owned business model, and prioritizing employee well-being, companies can fix their labor issues and drive needed change within the hospitality industry.":1,"#ISBN: 978-1-63742-835-1":1,"#by Alexander Mirza":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Alexander Mirza</strong></a> is the founder and CEO of Mogul Hotels, a technology and branding company based in Los Angeles. He has over 25 years of experience, starting at Deloitte Consulting and Accenture where he was a partner. As a management consultant, Mirza advised CEOs, government leaders, and international organizations. He subsequently led corporate strategy at Starwood Hotels and held senior management roles overseeing corporate development and business units at Hilton, Ticketmaster, and Caesars. He was awarded the Sasakawa Peace Fellowship for doctoral studies in international economics at York University.":1,"#It’s neither fiscally nor socially responsible for hospitality businesses to undervalue their employees, so the industry must pivot toward employee-owned companies supported by talent engines and elite general managers. Half-measures like increasing pay or implementing recruitment programs are not enough to solve the labor crisis. If the industry can fully recontextualize its label model, a bright future is possible for all stakeholders.":1,"#People Are the Brands":1,"#The hotel strikes in Los Angeles, where 15,000 workers protested about wages and work conditions, highlight the broken talent valuation within the hospitality industry. Income inequality, diversity issues, anti-immigrant sentiments, low wages, and increased workloads continue to shrink an already diminishing talent pool. These talent issues are directly correlated with a deteriorating customer experience in hotels, which pushes customers away to rental properties and timeshares.":1,"#Multinational hospitality businesses must choose between adapting talent engines and investing in multilingual talent or remaining decentralized franchisers. Those who transition toward talent marketplaces can better find and utilize the surplus of elite talent being developed in foreign countries. Beyond hiring international frontline workers, companies can strengthen international bonds by investing in cross-cultural exchanges and encouraging international experience in higher management.":1,"#Today’s turbulent geopolitics are fundamentally unravelling globalization. Global wars, national efforts to ban foreign influence in apps, and new regional alliances threaten to diminish the free movement of information and people, which has negative implications for the hospitality industry. Participation in global trade is also decreasing among Western countries as some countries seek to diminish the use of the US dollar in international trade.":1,"#Cross-cultural Advantage":1,"#Instead of being scored by recruiting management systems, a <em ljsid-1=\"\">talent engine</em> allows talent to match with the right workplace, accelerate their career within a business, and form learning communities to discuss experiences, provide recommendations, and review workplaces. From the employer’s perspective, they can discover rising elite talent by leveraging AI models that scour the Internet for candidates. The widespread use of a talent engine would be a massive talent disruption for the hospitality industry, but it’s a disruption that would turn the industry away from a slow decline and propel it into the future with new life.":1,"#Even if the hospitality industry addresses the labor shortage through increased compensation, role digitalization, and recruitment programs aimed at other industries, there would still be an estimated labor shortage of almost two and a half million essential positions. A radical transformation is required in the industry, and a new talent engine built to minimize inefficiency and embrace recent advances in artificial intelligence (AI) and machine learning can provide the transformation necessary.":1,"#Every year, three million job openings in the hotel industry must be filled to fulfill operational needs. In 2023, the hotel industry lost 20 percent of its workforce to other industries, with a quit rate twice the average of other service industries. The combination of third-party management companies, anti-immigration sentiments, and rapidly leaving talent results in a massive labor shortage that significantly disrupts the industry.":1,"#A New Talent Engine":1,"#Employee ownership represents a practical, valuable solution to the industry’s income inequality problem. By owning a percentage of a company and its assets, employees contribute to business decisions and are directly incentivized to grow the value of the business. Structurally, a percentage of shares can be distributed among employees, who can vote as a bloc in business decisions. On average, employee ownership quadruples the incomes of the bottom 50 percent of a company at the cost of only a three to five percent cut to an owner’s income. While some owners may be reluctant to take a pay cut, the decline is negligible compared to the benefits of fixing labor shortages and high turnover rates for their business.":1,"#Clicking this link will redirect to relevant products for the Author Alexander Mirza.":1,"#Despite a post-pandemic return to record profits, wages are stagnant in most hospitality markets. Income inequality in a population can be measured using the <em ljsid-1=\"\">Gini coefficient</em>, which quantifies the inequality in a dataset as a percentage. Maximum inequality in a population is 100 percent, representing one person owning all the value. The hotel industry has a Gini coefficient of 73 percent, which represents more inequality than the country of South Africa (63 percent) and the National Hockey League (69 percent). This high Gini coefficient reveals that the $80 billion profit the hotel industry is projected to earn in 2025 will largely go to real estate investors and business owners instead of fixing labor shortages.":1,"#Talent diversity is also undervalued in terms of its correlation with average talent quality. A study comparing a company’s diversity score and talent quality score found a 92 percent correlation among leading hotel brands. Top-ranked hotels have diverse, elite talent that spans across all management levels. However, as companies scale and hire more frontline employees, diversity gaps widen. For example, only 1.6 percent of general managers are Black, even though 17 percent of frontline employees are Black. Considering the positive correlation between talent quality and diversity, companies can combat talent disruption by promoting qualified individuals from diverse backgrounds.":1,"#Like the effect a star player has on a sports team, the top 100 hotel general managers outperform their peers by 30 percent. However, the hotel industry uses a hierarchical pay scale when determining salaries that doesn’t take real estate appreciation or property cash flow into consideration. By undervaluing the effect elite talent has on revenue, businesses contribute to a massive market inefficiency that potential disruptors can take advantage of.":1,"#Talent Valuation":1,"#The<em ljsid-1=\"\"> asset-right model</em> aims to bridge the disconnect between brands, talent, and markets by investing in the right human capital within the right markets at the right time. Employees form a significant shareholder in hospitality business, and current financial models relegate them to external management companies at the cost of retention, customer satisfaction, and brand strength. The asset-right model prioritizes human capital and real estate ownership to minimize the effect of economic turbulence and talent disruption on shareholder value.":1,"#Despite mergers, acquisitions, and large marketing budgets, none of the major global hotel brands have been able to capture a dominant market share. Hotel brands struggle to create a unique identity that separates them from competition, which has negative downstream effects on their talent. Mirza’s research found that 72 percent of employees below the executive level didn’t know who their CEO was, where the company was based, or how many hotels it managed. Often, talent is recruited and paid by a third-party management company, creating a further layer of disconnection between talent and the brand.":1,"#Regardless of the services they provide to their customers, most companies in the hospitality industry are real estate businesses. By leveraging financial engineering strategies, these companies can take on large amounts of debt and rely on real estate appreciation to create value for their shareholders. In addition, global hotel brands charge a 15 to 20 percent fee to their franchisees, which is a major revenue source for these brands. The focus on the real estate market at the C-suite level and the decentralized nature of franchises beneath it lead to an inconsistent funding of human capital in the hospitality industry.":1,"#The Asset Right Model":1,"#Recent developments in human resources (HR) technology have created further talent disruption in the hospitality industry. Over 90 percent of large hotels utilize recruiting management systems, which automatically screen and recruit candidates based on desired skills, experience, and job criteria. While helpful for some industries, these technologies create blind spots that exclude significant populations of semi-qualified workers who, on average, perform better than fully-qualified workers at a cheaper cost. The hospitality industry must identify better solutions to talent acquisition problems to combat growing labor shortages and talent disruption.":1,"#Hotels, restaurants, and leisure businesses account for 10 percent of global gross domestic product (GDP) and employment. However, the rise of remote work, increasing inflation, and turbulent global politics make it difficult for these services to predict their labor needs accurately. Despite being a part of a large industry that requires a constant flow of new employees, service workers are experiencing larger workloads without commensurate pay. The increased workloads result in a quit rate of over two and a half times that of the greater economy, which directly correlates to a lower consumer satisfaction score for businesses with high turnover rates.":1,"#The Brutal Facts":1,"#Companies like Uber, Doordash, and Upwork seek to accelerate this talent disruption by providing a place for service workers to develop their own personal brand and invest in themselves rather than in a large corporation. Consumers further accelerate the shift by purchasing personalized services that allow them to connect with a personal brand directly. To survive this shift in the labor market, the hospitality industry must be willing to adopt new solutions that leverage personal brands, employee profit-sharing, and investments into talent marketplaces.":1,"#Disruption is traditionally contextualized by a shift in the market. For example, Airbnb disrupted the hospitality market by providing customers a cheaper, more convenient alternative to traditional hotel chains. Similarly, <em ljsid-1=\"\">talent disruption</em> marks the recent shift in labor away from legacy employment toward flexible, high-paying employment. Service industries like hotels struggle to adjust to talent disruption because they rely on large, traditionally low-paid labor forces.":1,"#Disruption is traditionally contextualized by a shift in the market. For example, Airbnb disrupted the hospitality market by providing customers a cheaper, more convenient alternative to traditional hotel chains. Similarly, <em ljsid-1=\"\">talent disruption</em> marks the recent shift in labor away from legacy employment toward...":1,"#Service industries are in dire need of innovation to keep pace with other rapidly evolving sectors. The growth of the gig economy, the global COVID-19 pandemic, and a worldwide labor shortage have all prevented service industries from experiencing significant <em ljsid-1=\"\">disruption</em>, where a new service establishes a strong position in its market and quickly displaces entrenched competitors.":1,"#Global Talent Disruption":1,"#Investing in incremental changes won’t solve the global labor shortage. A complete overhaul of the labor model is necessary to drive change.":1,"#Transitioning to an employee-owned business can provide significant benefits to all stakeholders.":1,"#Properly maintaining assets and developing a strong brand identity is only possible by investing in human capital.":1,"#<em ljsid-0=\"\">Full service instructional designers</em> can take your project from start to finish.":1,"#You might also consider engaging a vendor or contractor, especially if you have skill gaps or a tight timeline. Options include the following:":1,"#<em ljsid-0=\"\">Voice-over services</em> can provide more polished audio quickly.":1,"#Using <em ljsid-1=\"\">animation software</em> to create animated characters rather than using employees to explain concepts can save time and eliminate reshooting content when employees move on.":1,"#<em ljsid-0=\"\">Visual design software</em>, such as Canva or Adobe InDesign, can improve the quality of content that amateur visual designers produce.":1,"#<em ljsid-0=\"\">Rapid authoring tools</em>, such as Articulate Rise and isEasy, can help to generate complex e-learning modules.":1,"#<em ljsid-0=\"\">Quiz or survey platforms</em> provide reporting and allow learners to answer questions anonymously.":1,"#You can purchase or obtain free-trial, low-cost tools to develop and produce your instructional program more quickly. For example:":1,"#Part 3: Buy":1,"#You can borrow inspiration from anywhere as long as you give proper credit. Possible sources include museums, colleagues, professional associations, and games. Of course, you can also find training activities and learning content on the Internet.":1,"#As you develop your instructional design program, continually ask yourself, “Is this necessary?” and “Is this the most efficient and effective way to achieve our objective?”":1,"#You’ll also need to identify the best people to assist with your beta testing or pilot programs. Choose colleagues and SMEs who you’re confident will provide honest and thorough feedback. You should also include some testers from your target audience as well as facilitators who’ll need to deliver the program.":1,"#Champions raise the level of awareness of your learning initiative and boost its reputation. A champion could be the project sponsor or someone you discover through networking efforts.":1,"#Supervisors play a vital role in getting learners to apply their new knowledge in the workplace. You’ll want to engage with them before a learning experience to collect baseline performance data; offer coaching, rewards or initiatives; and select appropriate learners. After your learning experience, follow up with them to set expectations for improvements and publicize successes.":1,"#You can borrow talent from SMEs, supervisors, champions, and early beta testers, but be respectful of their time. Before meeting with an SME, review any source materials and provide an agenda for the meeting. Prepare questions ahead of time and remember that you’ll need to help them focus their expertise on what’s necessary for your learning initiative. After you’ve drafted content, have the SME review it for accuracy and completeness.":1,"#Part 2: Borrow":1,"#During implementation, run a pilot phase and request feedback from learners. After implementation, collect feedback from both learners and their supervisors to validate your program.":1,"#When drafting lesson plans and storyboards during the design phase, seek subject matter experts (SMEs) to review the content. Provide your translation team with a sample of content to ensure their ability to translate technical terms. This is the least expensive time to make changes. As you’re developing content, ask SMEs and other stakeholders to test your activities. While this is important for quality control, it also helps to confirm their support. Include marketing to ensure the content complies with branding standards.":1,"#For your instructional program to succeed, you’ll need to cultivate buy-in across the organization by including stakeholders, learners, and supervisors throughout the process.":1,"#Learning Environment":1,"#It’s important to understand that not all situations require formal instructional programs. Sometimes an informal learning experience is a better approach. You need to assess each situation and determine which learning solution will be the most appropriate and effective.":1,"#Identify the goal of your learning experience by finishing the sentence, “By the end of this training session, my learners should be able to...”":1,"#E-learning content should be accessible and relevant to your intended audience. Be sure to monitor important data, such as how many users start, abandon, or complete modules and pass assessments.":1,"#<em ljsid-0=\"\">Voice-over</em>. Script the audio for each screen.":1,"#<em ljsid-0=\"\">Developer notes</em>. Provide any special instructions for whoever is developing the course.":1,"#<em ljsid-0=\"\">Screen text</em>. Show what text should appear on each screen.":1,"#<em ljsid-0=\"\">ID</em>. Break down your content screen by screen and give each screen an identifier.":1,"#<em ljsid-0=\"\">Objectives</em>. Include the intended objectives for learners.":1,"#<em ljsid-0=\"\">Title</em>. Be clear and descriptive.":1,"#To build effective e-learning training, start with a storyboard. A storyboard includes the following components:":1,"#<em ljsid-0=\"\">Future</em> gives your audience a chance to identify how to use their new skills in the real world. Suggestions include creating an action plan, performing self-assessments of strengths and weaknesses related to your topic, challenging the audience to create and submit videos of themselves using their new knowledge, journaling or reflecting on your topic.":1,"#<em ljsid-0=\"\">Application</em> is where the audience practices what they’ve learned. In these situations, you might provide a form or template for learners to complete, evaluate work samples, role play, or facilitate group discussions.":1,"#When it’s time to build a formal learning experience, use an <em ljsid-1=\"\">instructional design structure</em> to guide you through the process of creating content.":1,"#<em ljsid-0=\"\">Content</em> is usually where we default to lecturing. However, you could also post content in different formats around the room and do a “gallery walk”; share videos, articles, or case studies and discuss them; or present top 10 lists.":1,"#<em ljsid-0=\"\">Anchor</em> learners by introducing a new concept in a way that isn’t overwhelming. For example, tell a story or ask the audience to tell a story about your topic, or take a poll or play trivia related to the topic.":1,"#Use the <em ljsid-1=\"\">Anchor-Content-Application-Future</em> framework to create more engaging programs:":1,"#<em ljsid-0=\"\">Participant guide</em>. Create an information packet learners can refer to once the course is completed.":1,"#<em ljsid-0=\"\">Facilitator guide</em>. Don’t create a script, but provide enough information so that anyone with subject matter knowledge could use this guide to teach the course.":1,"#<em ljsid-0=\"\">Outline</em>. Create a detailed outline of content and key points, the instructional technique for delivering them, and how much time to allot to each section.":1,"#<em ljsid-0=\"\">Materials</em>. List your materials so you don’t forget them.":1,"#<em ljsid-0=\"\">Date and time</em>. Remind yourself and your audience how much time this will take.":1,"#<em ljsid-0=\"\">Goal</em>. Finish the sentence, “By the end of this training session, my learners should be able to...” Your goal should relate to your intent. For example, if the intent is simple awareness, then your goal will look different than if your intent is to teach your audience to complete a specific task without errors or within a given time frame.":1,"#<em ljsid-0=\"\">Title</em>. This can be straightforward, tongue-in-cheek, or value-oriented depending on your audience.":1,"#In <strong ljsid-1=\"\">Instructional Design on a Shoestring</strong>, Brian Washburn explains how you can build, borrow, and buy your way to effective formal and informal learning experiences with limited time, money, or resources. Whether you’re a talent development professional or a leader who’s been tasked with designing a learning initiative, you’ll learn how to design effective learning experiences for a range of training modalities, including in-person, virtual, and self-paced e-learning.":1,"#To build effective instructor-led training, start with a lesson plan. A good lesson plan includes the following components:":1,"#Instructor-led Training":1,"#<em ljsid-0=\"\">Post-training follow-up</em>, such as reminders and resources to help learners apply new knowledge: Job aids, follow-up or drip campaign, videos, virtual instructor-led training, micro-learning, and application assignments and reports.":1,"#<em ljsid-0=\"\">Prework</em>, such as for generating interest before an instructor-led course: E-learning course, micro-learning, videos, virtual instructor-led training, and articles with reflection questions.":1,"#<em ljsid-0=\"\">Just-in-time or on-demand learning</em>, such as completing forms or templates: Job aids, e-learning course, tutorials, and videos.":1,"#<em ljsid-0=\"\">Change management</em>, such as rolling out new standard operating procedures: Microlearning, e-learning or an instructor-led course, and a communication campaign.":1,"#<em ljsid-0=\"\">Remind and refresh instructions</em>, such as addressing procedural issues with high error rates: Job aids, a follow-up or drip campaign, videos, articles, and games.":1,"#<em ljsid-0=\"\">Advanced skill building</em>, such as training surgeons on new techniques or teaching established users advanced software features: E-learning or an instructor-led course and hands-on work or stretch assignments with feedback and coaching.":1,"#<em ljsid-0=\"\">New skill building</em>, such as training new managers or teaching new computer programs: Job aids, microlearning, e-learning or an instructor-led course, and tutorials.":1,"#<em ljsid-0=\"\">Initial awareness or information sharing</em>, such as new employee orientation or unrolling new policies: Job aids, microlearning, and introductory videos.":1,"#ISBN: 978-1-953946-95-9":1,"#Ideal methods of delivering content for different intents include the following:":1,"#<em ljsid-0=\"\">Drip campaigns</em> operate on the theory that people are more likely to remember something if they’re exposed to it repeatedly over time. A common type of drip campaign is to send scheduled emails to learners, but the content can really include any learning format.":1,"#<em ljsid-0=\"\">Stretch assignments</em> are work assignments that go beyond an employee’s current job role and skill set. They’re based on the theory that 70 percent of our learning happens during challenging experiences and not from formal instruction. If you use stretch assignments, you’ll need to provide feedback and coaching; schedule regular check-ins; debrief employees and help identify lessons learned and opportunities for growth; offer tools, resources, and examples; and set goals and expectations.":1,"#<em ljsid-0=\"\">Microlearning experiences</em> are short activities that produce a single learning outcome. Microlearning comes in many formats, including videos, articles, games, or infographics.":1,"#<em ljsid-0=\"\">Job aids</em> are tools such as lists, flowcharts, or short videos that help you perform a task or remember how to do something.":1,"#You can integrate numerous resources into your learning program, including the following:":1,"#A well-built instructional design program focuses on intent. What’s the purpose of this program for your audience? Do they need to learn to do something? Do they need to build new awareness? Master a new skill? As you develop your program, continually ask yourself, “Is this necessary?” and “Is this the most efficient and effective way to achieve our objective?”":1,"#How will we know whether the program achieved the results we wanted?":1,"#Evaluate:":1,"#If the program is instructor-led, how will we prepare the instructors?":1,"#©2024 ASTD DBA the Association for Talent Development (ATD)":1,"#How will the final program be delivered?":1,"#Implement:":1,"#How will we know when we’re finished with development?":1,"#What quality assurance is needed?":1,"#Who will develop the program?":1,"#Develop:":1,"#Where will the instructional program live?":1,"#Who will deliver the instruction?":1,"#What’s the best way to deliver the instruction?":1,"#Is the design accessible to all learners?":1,"#by Brian Washburn":1,"#How will we know if we succeeded?":1,"#Is awareness or skill development the goal, or are there any nonlearning objectives that might be better suited to a different solution?":1,"#What should learners be able to do better after this instruction?":1,"#What should...":1,"#Design:":1,"#Where will the content come from?":1,"#What’s our timeline?":1,"#How will we define and measure success?":1,"#What barriers or resistance could we encounter?":1,"#Who’s our audience?":1,"#What would happen if we did nothing?":1,"#How do we know if there’s a problem?":1,"#What problem will we solve?":1,"#Analysis:":1,"#On paper, ADDIE looks linear, but in reality you may need to address and revisit many of the following questions for each stage of your process:":1,"#<em ljsid-0=\"\">Instructional design structure</em> is a model that guides you through the end-to-end process of creating instructional content. Possibly the most well-known of these is <em ljsid-2=\"\">ADDIE</em>, which stands for <em ljsid-4=\"\"><strong ljsid-4-0=\"\">a</strong>nalyze, <strong ljsid-4-2=\"\">d</strong>esign, <strong ljsid-4-4=\"\">d</strong>evelop, <strong ljsid-4-6=\"\">i</strong>mplement,</em> and <em ljsid-6=\"\"><strong ljsid-6-0=\"\">e</strong>valuate</em>.":1,"#Part 1: Build":1,"#Recognize that a formal learning experience may not always be the best solution; sometimes an informal learning experience, such as one involving stretch assignments, microlearning, or job aids, is more effective.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Brian Washburn</a></strong> is the CEO of Endurance Learning, where he helps find and grow a team of instructional designers, e-learning developers, and all those who build high-quality and affordable training solutions for a wide variety of organizations. In 2011, he was named one of <em ljsid-2=\"\">Training</em> magazine’s 2011 Top Young Trainers and he’s been published multiple times in <em ljsid-4=\"\">TD</em> magazine.":1,"#Sometimes an off-the-shelf instructional design solution, such as LinkedIn Learning, is a viable choice. Advantages of this option include that it’s ready immediately with little effort, has multiple pricing models to fit your budget, and is scalable. However, it can be generic and provide you with little or no control over content and updates; certain options can be expensive and may require long-term commitments, and the quality may vary.":1,"#<em ljsid-0=\"\">Learning program auditors</em> can help evaluate the effectiveness of your program. This might be important if your funding is tied to outcomes.":1,"#<em ljsid-0=\"\">Trainers</em> and <em ljsid-2=\"\">facilitators</em> can deliver the program for you.":1,"#<em ljsid-0=\"\">E-learning developers</em> can turn your concept into an e-learning module.":1,"#Vary your instructional techniques instead of constantly lecturing. For example, you can tell stories, play trivia, share videos or case studies, or role play.":1,"#Clicking this link will redirect to relevant products for the Author Brian Washburn.":1,"#Recently Viewed <span ljsid-2=\"\">(432)</span>":1,"#Recently Viewed <span ljsid-2=\"\">(1551)</span>":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Urs Koenig":1,"#Ouvre un site Web externe dans une nouvelle fenêtre":1,"#Fermer les préférences de cookies":1,"#Tout rejeter":1,"#Ouvre un site Web externe":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Marie-Hélène Pelletier</a></strong>, PhD, MBA, is an award-winning workplace mental health expert and psychologist. She combines business and clinical expertise, translating research about health, performance, resilience, and overcoming challenges into strategies professionals, leaders, and their teams need to thrive. She has led workplace mental health strategy in senior leadership roles.":1,"#<em ljsid-0=\"\">Giving directions</em>. Even if you aren’t in a leadership position, your actions impact the people and systems around you. Reflect on how you influence others at work to discover how small actions that advance your personal resilience plan can also contribute to team and organizational resilience. If you exemplify the difference small changes can make, others will see that improving culture is possible.":1,"#<em ljsid-0=\"\">Looking for the constellation</em>. When leaders are under higher-than-usual stress, they can bolster organizational resilience and save energy by directing their teams to company programs designed to support wellness and professional development goals. When assembling new teams, leaders should prioritize robust communication about the team’s core objective and facilitating a psychologically safe collaborative environment. Giving shout-outs to resilience-boosting actions by individual team members is a great way to make the team aware of their mix of strengths. Describe your own experiences recovering from mistakes and accepting feedback to encourage team members to communicate problems before they spiral.":1,"#Psychological safety is also critical to maintaining high <em ljsid-1=\"\">organizational psychological resilience</em>, an organization’s capacity to withstand and learn from challenges. Leaders at all levels can take initiative to increase the organization’s readiness to adapt strategically and sustainably to change by:":1,"#Team resilience comes from the mix of strengths possessed by individuals within a team that enhances the collective’s ability to endure periods of difficulty, work past obstacles, and become more effective over time. Many factors play a role in team resilience, including how long the team members have collaborated without major issues, the extent to which they depend on one another to complete tasks, and whether work takes place remotely or in person. All teams experience conflicts. When they arise, teams need <em ljsid-1=\"\">psychological safety</em>—conditions that support good mental health and assurance that voicing questions and concerns will not incur retaliation—to work through them constructively.":1,"#Build Team Resilience":1,"#<em ljsid-0=\"\">Circumstances change; adjust your plan</em>. When contexts change, your brain’s tendency to favor the status quo encourages you to keep as much as possible the same. Even if you don’t have time to rethink your routine, don’t wait until you’re overwhelmed. The key to thriving despite change is reassessing your situation on a regular, proactive basis. Take two minutes or more each month to evaluate any changes, then revise your resilience plan accordingly.":1,"#<em ljsid-0=\"\">What gets measured gets done—and celebrated</em>. Whether you monitor progress can make or break your ability to form new habits. Stay consistent by starting a structured journaling routine. The daily resilience planner approach takes a couple of minutes a day. In the morning, list the action or actions you’ll complete before the end of the day. In the evening, write down a success and something you learned. Each week, mark your top success and top lesson. As you advance, identify a top success and lesson for each month.":1,"#If your resilience starts to decrease, what specific actions will you take?":1,"#What signs will indicate that your resilience is decreasing?":1,"#Which actions in your resilience plan have helped you so far?":1,"#. Sometimes progress early in the implementation process leads people to become overconfident and backslide into habits that erase their gains. One way to maintain an accurate perspective on where you are without losing momentum is to periodically ask yourself three questions:":1,"#Plan for sustainability":1,"#Another key concept in psychological research related to goal achievement is <em ljsid-1=\"\">priming</em>, or showing a word or visual to a person to increase the likelihood that they’ll act a certain way. In one study, call center employees working on a fundraiser raised 60 percent more after seeing a photo of a person winning a race. You may already be familiar with some components of goal-setting theory from previous educational and work settings, like the idea that good goals are <em ljsid-3=\"\">SMART</em> (<em ljsid-5=\"\"><strong ljsid-5-0=\"\">s</strong>pecific, <strong ljsid-5-2=\"\">m</strong>easurable, <strong ljsid-5-4=\"\">a</strong>chievable, <strong ljsid-5-6=\"\">r</strong>ealistic,</em> and <em ljsid-7=\"\"><strong ljsid-7-0=\"\">t</strong>imely</em>) and the rule of thumb that goals should be ambitious enough to motivate people to perform at higher levels, but not so ambitious that they seem impossible. Leverage your knowledge about how conscious and unconscious mental processes work to maximize your chances of meeting your resilience goals. Apply these tips:":1,"#Your strategy is only as good as its results. If you’ve ever taken an unconscious bias test, you know that thinking you want something doesn’t mean the subconscious patterns that influence your behaviors will naturally fall in line. <em ljsid-1=\"\">Choice architecture</em> refers to the setup of the environment in which you make everyday decisions. Researchers like Dr. Wendy Wood have demonstrated that a deliberate approach to choice architecture can have a powerful effect. If you’re trying to add exercise to your morning routine, for example, you’ll be more likely to follow through if the outfit and equipment you need are visible and nearby when you wake up.":1,"#Implement Your Strategic Resilience Plan":1,"#Once you’ve outlined your sources of supply and demand, your values list, and your quadrants of context, it’s time to advance toward your goal—gaining more resilience—by identifying your <em ljsid-1=\"\">strategic pillars</em>. Think of pillars as categories of targeted actions: self-care, physical activity, and setting boundaries, for example. What challenges in your personal and professional lives increase your burnout risk? Note external and internal patterns influencing your supply-demand ratio. What changes would you need to make to achieve a better balance? It’s ideal to have three pillars, but up to five can still be manageable. Determine two or three specific actions for each pillar. Obtain feedback on your plan from someone close to you to prepare them for the changes and check whether you’ve overlooked anything important. Finally, review your pillars and mark one action you’ll take within a week.":1,"#Design Your Strategic Resilience Plan":1,"#<em ljsid-0=\"\">Quadrants of your context</em>. Like any strong business strategy, your resilience plan should reflect a clear understanding of the contexts in which it will be implemented. As you determine your next steps, reflect on the opportunities, difficulties, and risks you face currently. Begin with who you are as a person. Write a list of personal characteristics that help you achieve goals. Next, list tendencies and behavior patterns that can get in the way of your success. Once you’ve completed your internal quadrants of context, consider external factors. What aspects of your environment enhance your access to energizing activities? What demands in your life limit the time and energy you have available?":1,"#<em ljsid-0=\"\">Which values will you put on hold?</em> You can’t work on your entire resilience plan at once. Decide which two or three values you’ll prioritize for a period of time that makes sense to you. Waiting on certain actions doesn’t mean you care about those values less. You can adjust your plan whenever you want.":1,"#<em ljsid-0=\"\">What’s your goal?</em> Write a list of three to ten values—things that you consider important elements of your life. These might include family, creativity, and learning. For each value, think of two or three daily actions that reflect what living these values means to you. It’s okay if you aren’t sure how to act on some of your values. Don’t feel pressure to complete this list in one day. Your list will evolve over time.":1,"#If strategizing for your personal health seems more challenging than the problem-solving you do in your job, don’t feel discouraged. You’re not alone. Professionals often avoid confronting their personal limitations. Sometimes, when we’re exposed to activities we find difficult or don’t benefit in the ways we think we should, we feel a false sense of failure and work harder in response. Thus, instead of using new insight into your resilience needs to boost your success, you only increase their burnout risk. Maintain focus and perspective as you develop your plan by clarifying the following for yourself:":1,"#Your Values and Context":1,"#<em ljsid-0=\"\">Think like a project manager.</em> Before agreeing to a new task, project managers consider the existing action plan and assess the tradeoffs and reallocations that adding the task would involve. Project managers know that being overly optimistic about what they can accomplish with limited resources can generate negative ripple effects and undermine their core objectives. Instead of saying yes to everything, use your resilience plan to evaluate the risks and benefits.":1,"#Clicking this link will redirect to relevant products for the Author Marie-Hélène Pelletier.":1,"#<em ljsid-0=\"\">Report accurately (to yourself) on your sources of supply and demands</em>. Make a list of your sources of supply. Research suggests that the four most significant are sleep, nutrition, physical activity, and quality time with other people. Next, look both back and ahead on your calendar to identify all the tasks that require energy from you. Avoid overestimating the energy you gain from your supply and underestimating the time and energy requirements of your demands. Overestimating supply results in failing to buffer demanding activities with energizing ones and neglecting to plan for multiple potential outcomes when a challenge is upcoming. Underestimating demands leads to false perceptions of your ability to manage tasks, not allotting sufficient time to complete projects, and taking on responsibilities you can’t carry out.":1,"#Many of us have blind spots when it comes to our workloads. When asked to list sources of stress, employees commonly focus on burdensome tasks and exclude the activities they enjoy. Those who derive a strong sense of purpose from their careers are especially vulnerable, as the meaning they find in their work keeps them from being honest with themselves about its tolls. Many also fail to recognize that the energy they spend outside of work affects the energy they have available for their jobs. The first step to designing an effective mental health plan is understanding all the sources of energy and demands in your life. Because this process requires deepening your awareness of structural factors that impact resilience, it can improve your ability to advocate for yourself and support others in your workplace. Start with these exercises:":1,"#Supply, Demands, and You":1,"#<em ljsid-0=\"\">Your price is higher than your employer’s price</em>. You can compare burnout to a breakup between two partners with a highly uneven power dynamic: an employer and an employee. The employer has other workers, teams, and assets to fall back on. The employee risks a finite resource: their health. You may be able to establish sustainable work patterns by changing your coping strategies, but if conditions in your work environment prevent you from doing so, don’t discount the physical and mental costs of waiting for change.":1,"#<em ljsid-0=\"\">Burnout</em>. The World Health Organization defines burnout as a work-related state of exhaustion and cynicism resulting in decreased performance. Burned-out workers don’t have time to recover from demanding tasks. Their cynicism is the product of feeling disrespected, disengaged, or conflicted about the values reflected in their work. As the burdens of unrealistic expectations, unrecognized contributions, and the inability to regain control mount, performance takes a hit. Research has identified links between burnout and a range of mental and physical health conditions, including depression, cardiovascular disease, insomnia, and high cholesterol.":1,"#People who burn out often go from being the “rock” of their families or workplaces to struggling to find the energy and patience to complete tasks. Taking life day by day isn’t going to produce sustainable patterns. Look to the past and the future. You can learn from prior experiences to understand your risk factors and think ahead to anticipate the long-term consequences of your current workload. As you reflect on your situation, keep in mind:":1,"#Neither Rock Nor Wreck":1,"#<em ljsid-0=\"\">Your context</em> consists of both your internal psychology and the external factors affecting it.":1,"#<em ljsid-0=\"\">Your values are your priorities</em>—the things that matter to you in life.":1,"#<em ljsid-0=\"\">Your sources of demands</em> cause you to expend energy. They include tasks you enjoy.":1,"#<em ljsid-0=\"\">Your sources of supply energize</em> you or benefit your health.":1,"#Your personality and the obstacles you’ve overcome in the past shape your capacity to withstand and grow from challenges. However, everyone’s resilience is limited. As your workload increases and becomes more complex, everyday demands will outpace what you have left to give. While failing to acknowledge this can derail career growth and personal health, individual and systemic factors, including resistance to change, company pressures, and misconceptions about burnout, often keep people from planning accordingly. It’s not enough to take general advice from the Internet or your friends. Your plan will only generate optimal results if it’s tailored to you. Imagine your resilience strategy as a DNA double helix consisting of two strands—one representing your personal life and the other your professional life—connected by these four rungs:":1,"#Influence <em ljsid-1=\"\">organizational psychological resilience</em> by understanding how your role impacts others and setting a positive example":1,"#Discovering that a practice that works for others doesn’t work for you isn’t a failure; it’s valuable information about your resilience needs.":1,"#Understand the psychological processes involved in setting and achieving goals.":1,"#Burnout can happen to anyone. To combat its effects, develop individualized strategies for long-term resilience.":1,"#Abre um site externo em uma nova janela":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Bernie Banks":1,"#<em ljsid-0=\"\">Make security an integral part of technology use</em>. Require strong passwords and multi-factor authentication. Maintain offline backups, and keep devices patched and up-to-date. Set up provisions with your mobile device providers to prevent some end-user errors and susceptibility to attacks.":1,"#<em ljsid-0=\"\">Educate end users regarding how social engineering is used in attacks</em>. Don’t complicate the user experience and then blame users. Use products that are secure by default and are intuitive for end users. Help them build resilience and a mindset resistant to social engineering threats.":1,"#<em ljsid-0=\"\">Demonstrate cyber security’s importance for your board members</em>. Help them to understand your information assets and their value, as well as who might want to seek access to and abuse information.":1,"#<em ljsid-0=\"\">Work within a cyber security framework</em>. Use a reputable hosting company to create a layered defense and segmented network, with monitoring, testing, detection, and defense to manage risks, threats, and vulnerabilities. Develop the ability to mitigate the damage of any attack.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Jessica Barker</a></strong> is a best-selling author, international speaker, and the cofounder of the cyber security company Cygenta. Barker helps organizations leverage the human side of cyber to strengthen their security and empower their people. She’s an award-winning leader and has delivered face-to-face awareness sessions to over 50,000 people in over 25 countries. She’s one of the top 20 most influential UK women in cyber security and is the go-to cyber expert for media including the BBC, Sky News and Wired magazine. Barker has also delivered over 80 keynotes, including to NATO, the World Government Summit, and RSA San Francisco. She serves on numerous industry boards, is the coauthor of <em ljsid-2=\"\">Cybersecurity ABCs</em>, and helps audiences around the world understand why people are the heart of cyber security.":1,"#What’s most important for you to consider is what employers are truly looking for in a cyber security professional. You must be curious and empathetic and have a strong ethical code, good communication skills, situational awareness, and the humility to accept you can’t know everything. There are a wide variety of ways to start a career in cyber security. Choose a path that suits your interests and skill sets. If you have a desire to help others to be safe and secure, have a growth mindset, and enjoy constant learning, you can have a long career amid the changing landscape of cyber security.":1,"#There are many avenues to a career in cyber security, including certifications for different levels of expertise, university courses, and numerous opportunities for real-world experience in the field. You can develop your network by joining affinity groups that compete on solving cyber security challenges or educate yourself through extensive reading.":1,"#Organizations should address cyber security at the board level because of the risks these threats pose. Board members should agree on their appetite and tolerance for risk and put a framework in place to reduce it. They don’t need to know everything about cyber security, but they should understand enough to know which questions to ask and when to ask them. Cyber security professionals should help them interpret the answers in a way that’s relevant to the organization. Boards should put a structure in place with clear responsibilities and accountability and measure and monitor the cyber security culture for progress, including the human dimension.":1,"#Cyber Security at the Board Level":1,"#Cyber security is an increasingly complex, rapidly changing field that cuts across many areas of study. In <strong ljsid-1=\"\">Confident Cyber Security</strong>, Jessica Barker empowers readers to become more confident in all aspects of cyber security. Cyber security professionals can gain tools and knowledge to manage a steep learning curve and large workload. Board members and end users can become familiar with basic cyber security to protect themselves and their organization’s information and money in an inclusive community effort.":1,"#Cyber threats can target many different industries. Small businesses are often targeted because of their connections to larger companies and because they typically have less security. Sporting events carry more than just economic significance; they’re deeply connected to national identities and have widespread influence on the hearts and minds of people. Celebrities also exert broad influence; they need to protect their data, finances, and confidential product release information, in addition to their physical security. Cyber security for these industries isn’t just about locking down access to information. Rather, these industries need to control how and when they make information available. Educational targets are attractive because they’re decentralized and have valuable research and development resources. The rise of deepfakes using artificial intelligence (AI) threatens the integrity of such sectors.":1,"#Part Five: The Future of Cyber Security":1,"#Nation-state cyberattacks are very difficult to defend. There are legal frameworks in place, but legal action requires collaboration between countries. This collaboration can complicated by issues of jurisdiction and sovereignty. The intelligence service that discovers a vulnerability may keep it secret in order to exploit it for their country. Nation-states spread disinformation to create disharmony and can disrupt political processes by using social engineering to influence their targets. They have more resources and are more persistent than typical cybercriminals, and the collateral damage they cause can be far-reaching.":1,"#Nation-state Cyber Security: Geopolitics":1,"#Be aware that people aren’t always who they seem online or in person.":1,"#Use extra caution on websites that require personal or financial data.":1,"#Keep your devices up-to-date and be cautious when downloading apps. Back up important data.":1,"#Don’t let other people handle your credit cards.":1,"#Protect your accounts with strong, unique passwords. Use phrases that are memorable or a password manager or keep them written down securely at home. Share passwords only when absolutely necessary.":1,"#ISBN: 978-1-3986-1192-4":1,"#Your best defense against becoming a cybercrime victim is your mindset. Your constant awareness of your vulnerabilities can save you a great deal of trouble. Tune in to your emotional response to any situation. Take the following practical steps to protect yourself:":1,"#How Individuals Can Better Protect Themselves":1,"#Monitoring unusual behavior through machine learning. You can hire threat hunters to search for suspicious activities.":1,"#Implementing firewalls, antivirus software, vulnerability scans, block and allow lists, or even an air-gapped network that isn’t connected to the Internet.":1,"#Using intrusion <em ljsid-1=\"\">detection systems</em> to look for policy violations or malicious activity and intrusion <em ljsid-3=\"\">protection</em> systems to quickly act on any identified attack.":1,"#Hiring<em ljsid-1=\"\"> red team testers</em> like penetration testers or ethical hackers to test a particular security feature for vulnerabilities and report the potential impact on the organization.":1,"#It’s impossible for an organization to protect itself from every threat, so a layered defense with network segmentation is best to minimize an attack’s damage. Build this framework by:":1,"#How Organizations Can Better Protect Themselves":1,"#Digital security always has a physical dimension. Cybercriminals try to access control systems, paperwork, and other forms of data storage. Your organization should choose physical security based on the nature of your assets. Physical security should be layered, correctly installed, monitored for proper placement and use, and user-friendly. Badges or lanyards should be identifiable and distinct. CCTV should be appropriately placed to adequately cover the most sensitive asset areas. The proliferation of smart technology and the increasing connectivity of society through the IoT provide new challenges for the security of the infrastructure of entire societies and their economies, not just individual organizations.":1,"#Why Physical Space Matters in Cyber Security":1,"#It’s unrealistic to expect people to recognize every threat or attack. Attacks can come in many forms and from many sources, including social media, messaging apps, in-person attacks, SMS text messages, SIM swap attacks, or new problems created by the Internet of Things (IoT). Some of these are so weakly protected by organizations that it’s easy for an employee to get caught up in things like botnet or DDoS attacks. Organizations can raise awareness of how social engineering is used against them, but it’s more productive to keep devices patched and up-to-date, require two-factor authentication, and keep backup data stored offline.":1,"#The most common security threats are a variety of phishing and credential stuffing. Phishing and targeted spear phishing attacks are successful because people must open emails and attachments as part of their jobs. Some criminals even use voice phishing phone calls as a setup for the subsequent online attack. These attacks can be used for fraud, credential compromise, or ransomware. Ransomware is usually paid for in cryptocurrency, making it more difficult to investigate and prosecute. Users should never pay ransomware, as it rewards criminal activity and makes them vulnerable to subsequent attacks.":1,"#Cybercriminals use proven social engineering techniques to manipulate people to get access to organizational or personal information, assets, or money. Telling employees to avoid clicking on links is unhelpful when many people do this for their job. It’s more helpful to educate end users to be aware of emotions and biases and refuse to act when they’re in an emotional state and aren’t thinking rationally. If they do make a mistake and expose themselves or the organization to risk, turn the matter over to management and the authorities as soon as possible to mitigate damage.":1,"#Many cyber security breaches result from end-user errors in device setup, password management, or information sharing. It isn’t helpful to blame others for these inevitable accidental mistakes. Rather, build security into products from the start. Every stage of the product life cycle should be planned with security in mind, from design to creation, testing, use, and destruction. This planning is complicated by the creation of manufactured components in different places. Good cyber security will ultimately protect users and their jobs, finances, identities, and physical security by designing intuitive products that reduce human error. Employees may not know how to protect themselves from the ever-changing nature of attacks, but you can institute policies, procedures, and provisions on devices that protect them from threats, including themselves.":1,"#Why People Are So Important in Cyber Security":1,"#The best cyber security framework will have a layered defense that includes antivirus software, firewalls, patching, actionable monitoring and logging, appropriate authentication, suitable encryptions, and a segmented network to reduce a cyberattack’s damage. Vulnerabilities to your organization go beyond web applications; you may have vulnerabilities in code, connected technology, and mobile applications, as well as end-user error. It can be overwhelming for a cyber security professional to keep up-to-date with the latest security risks, but if you check industry standards like the CVE and CVSS systems daily, you can respond rapidly and appropriately to any threat.":1,"#by Jessica Barker":1,"#Ensuring the company has policies and procedures that comply with legislation, provides adequate security for your unique needs, and uses updated software.":1,"#Using a hosting company that has firewalls and other protective measures.":1,"#Requiring strong passwords and using multi-factor authentication.":1,"#Strong cyber security is required because our connections through the Internet have become so deeply ingrained in our interpersonal relationships, how organizations are run, and how critical infrastructure is managed. It’s impossible to eliminate all the damage that can result if a bad actor takes advantage of a vulnerability in your organization, but a cyber security framework can mitigate the damage. You can reduce the risks to your organization by:":1,"#Strong cyber security is required because our connections...":1,"#Why Cyber Security is Important":1,"#Cyber security involves more than just protecting computers—it’s necessary in any industry where information and money are at stake. You’ll need to understand the assets that are critical to your organization and who might want to access them. A <em ljsid-1=\"\">cyber security framework</em> is needed to protect the information and assets on computers and what they’re programmed to do. Once you understand your risks, threats, and vulnerabilities, you can mitigate them through a cyber security framework that includes testing, detection, defense, and response.":1,"#What Cyber Security is":1,"#The Essential Insights and How to Protect from Threats":1,"#Clicking this link will redirect to relevant products for the Author Jessica Barker.":1,"#Notice how you feel. Learn how to recognize the emotional reactions in your body. Do you hold anger in your stomach, your shoulders, or your jaw? When you're anxious, does your heartbeat faster or does the back of your neck heat up? Get in the habit of noticing your emotions by setting a phone alarm to go off three times a day for the next two weeks to remind you to ask yourself, “What am I feeling?” This will help you expand your emotional self-awareness.":1,"#To project a positive, powerful presence where people feel safe and uplifted by your presence, follow these three steps:":1,"#To project a positive, powerful presence where people feel safe and uplifted...":1,"#Your power is positive when people feel seen, valued, and uplifted when you address them. It's negative when they sense you don't really care about their needs and desires no matter what you say. They'll feel demotivated or angry when you leave.":1},"version":197805}]