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It emphasizes that listening is a critical skill that demonstrates respect and enhances relationships, while also highlighting the need for leaders to create a supportive team environment through clear expectations and adequate training. The text discusses the significance of addressing language and cultural diversity within the workforce to improve organizational development and performance. Additionally, it outlines the necessity of strategic planning and continuous improvement to maintain competitiveness and profitability in a changing business landscape.":1,"#Jack Reidenbach":1,"#Core Qualifications for Operational Success":1,"#Charles Spinosa, Matthew Hancocks, Haridimos Tsoukas":1,"#The article focuses on strategies for building true customer loyalty, as shared by six business leaders. Key insights include the importance of supporting clients during challenging times, leveraging unexpected market trends, and actively listening to customer feedback. Additionally, the leaders emphasize the need for continuous product improvement, treating customers as partners, and identifying pain points in the customer experience. These approaches highlight that loyalty is cultivated through genuine engagement and responsiveness to customer needs.":1,"#Steve Schwartz, Vivek Raghunathan, Alex Ross, Karla Gallard, Michael Seckler, Charlotte Mostaed":1,"#Keep Them Coming Back":1,"#To complify means to make things more complicated, and in deComplify, Gary S. Michel aims to accomplish the opposite. He outlines his perspective on business fundamentals, emphasizing what leaders can do to streamline their processes and create more effective organizations. A complifying mindset is costly, both financially and emotionally. Alternatively, a decomplifying mindset will explicitly define workflows and operational activities for the entire organization, including customers, employees, leaders, and investors. If leaders take the time to decomplify their company’s processes and operations, the returns will soar.":1,"#Gary S. Michel":1,"#deComplify":1,"#Eliminating the high costs of disengagement and turnover, organizations need to develop connected leaders. Michelle Tillis Lederman reveals how you can foster a connected culture by prioritizing relationships.":1,"#Connected Leadership: Create a Trusted and Influential Leadership Brand":1,"#Susan Kahn":1,"#Barb Nefer":1,"#Налаштування файлів cookie":1,"#Закрийте налаштування файлів cookie":1,"#Керування налаштуваннями":1,"#Політика конфіденційності":1,"#Цей веб-сайт використовує такі технології, як файли cookie, для забезпечення основних функцій сайту, а також для аналітика, персоналізація і цільова реклама. Щоб дізнатися більше, перегляньте таке посилання:":1,"#Закрийте це діалогове вікно":1,"#Відкриває зовнішній веб -сайт у новому вікні":1,"#Відкриває зовнішній веб -сайт":1,"#Відкривається в новому вікні":1,"#What is the hallmark of the highly creative brain? This is a question that obsessed neurologist Dr. Charles Limb at Johns Hopkins. And because he was a neurologist, what he did was he put jazz musicians and freestyle hip-hop artists inside of an fMRI scanner. His question was, “What turns on when a musician or a rapper goes from known music into a freestyle improvisational state? What part of the brain turns on?” It's unhelpful to say the creative part turns on. The important finding, actually, of Dr. Limb's study is not what turned <em ljsid-1=\"\">on</em>, but what turns <em ljsid-3=\"\">off</em>. You...":1,"#Many of us freeze because when we think of <em ljsid-1=\"\">idea</em>, we think in terms of new, but...":1,"#The article presents an interview with architect Renzo Piano, who discusses his career, creative process, management style, and work habits.":1,"#Life's Work: An Interview with Renzo Piano":1,"#Employees who make products, provide services, and work with customers have the best knowledge of how to improve their organizations. They have ideas that will make or save money, increase efficiency, lessen the environmental impact, improve customer service and relations, and lead to product innovation. Managers are generally not exposed to the experiences that spark those ideas. To capitalize on the best ideas, organizations need to restructure and realign to encourage idea submission and facilitate implementation of suggested solutions. The Idea-Driven Organization explains why and how to do that. Alan G. Robinson and Dean M. Schroeder cite many examples of successful idea-driven organizations and how their operations work. Innovation is a key to survival for organizations forced to do more with less. Idea-driven structures produce innovations and are much better suited than conventional structures to make innovations happen rapidly.":1,"#William Bole, Bill Fischer, Andy Boynton":1,"#gprodriguez@unis.edu.gt":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">261</span>":1,"#But even if leaders know trust is important, they don't realize they need to actively work to build it. They assume that if they mean well, their team will naturally begin to trust them. Or even more common,...":1,"#by Elizabeth Doty":1,"#Clicking this link will redirect to relevant products for the Speaker Elizabeth Doty.":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Bruce Piasecki":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Amy Edmondson":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> David Dye":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Gil Arzola":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Patricia M. Buhler":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Most presentations are awful. 80% of professionals shifted their focus away from the speaker during the last presentation they attended. Alain Hunkins shares the 4 essentials needed to give a killer presentation.":1,"#Ryan Decoste":1,"#Anxiety can make you feel fearful, hesitant, indecisive, incompetent, and even physically ill. These effects and the behaviors that result from them can jeopardize your well-being at work and at home. In Managing Your Anxiety from Harvard Business Review Press, experts offer insights and best practices that can help you gain control over every aspect and type of anxiety so that you can feel better, work better, and live better.":1,"#Managing Your Anxiety":1,"#Anthony Iannarino, Jeb Blount":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Deepa Gandhavalli Ramaniah":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> VALERIE EVANGELISTA":1,"#The most effective means of spurring people on to better performance and greater results is by inspiring them. In contrast to motivation, which...":1,"#by Michael Beck":1,"#from-leader-to-an-inspiring-leader":1,"#Clicking this link will redirect to relevant products for the Author Michael Beck.":1,"#Policy, practice, and the competitive nature of industry may all play some very minor role in the quality of a team, but the real reason for a failure to follow is far closer than the policy manual on the shelf or the HR office down the...":1,"#by Jose Cruz":1,"#great-leaders-inspire-great-followership":1,"#Clicking this link will redirect to relevant products for the Author Jose Cruz.":1,"#ISBN: 978-1-523-00458-4":1,"#©2023 by Sascha Haselmayer":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Sascha Haselmayer</a></strong> is a globally acclaimed social entrepreneur who has led urban innovation, economic development, and government innovation projects in over 50 countries. He’s a senior leader at Ashoka, one of the world’s leading nongovernmental organizations, promoting social innovation in more than 70 countries. Haselmayer’s work has been covered by <em ljsid-2=\"\">The New York Times</em>, Robin Chase’s <em ljsid-4=\"\">Peers Inc.</em>, Henry de Sio’s <em ljsid-6=\"\">Changemaker Playbook</em>, and Anthony Townsend’s <em ljsid-8=\"\">Smart Cities</em>, and he’s been cited as an expert on city and government innovation by Time magazine and <em ljsid-10=\"\">The Economist</em>.":1,"#by Sascha Haselmayer":1,"#<em ljsid-0=\"\">Government</em>. Look for situations in which your government stops listening and rushes to action. To develop new behaviors, challenge the expectation that citizens are passive users of services defined by their needs. Focus on a hard-to-reach group and let them push you to develop a new approach that works for them.":1,"#<em ljsid-0=\"\">Business</em>. Most businesses are better at listening in good times. Practice new behaviors, and look for pain points where urgency undermines your purpose.":1,"#<em ljsid-0=\"\">Movement</em>. How does your movement listen in times of crisis? Build behaviors, capabilities, and structures that make it safe for your movement to hold the urgency and promote real listening.":1,"#<em ljsid-0=\"\">Volunteer</em>. Are you allowing people to contribute according to their full abilities, or do you see them as problems to be solved? Expand the ways in which people can contribute by listening for what they really need and what they can offer.":1,"#<em ljsid-0=\"\">Leader.</em> Do you believe that being a successful leader requires you to have all the answers? Practice new behaviors, like being vulnerable and involving others in decisions.":1,"#<em ljsid-0=\"\">Parent</em>. Ask yourself what you’re afraid of when you pretend to listen. From there, you can be more intentional and practice turning the rush to action into real listening.":1,"#The following tips can help you apply these principles at different scales:":1,"#To get started, focus on the first two slow lane principles by holding your urgency and listening. How you translate this into action depends on the situation. There’s no one right way to listen.":1,"#Where and How to Start":1,"#<em ljsid-0=\"\">Look for zombies</em>. If you encounter inexplicable setbacks, you might have uncovered a zombie. Reveal these zombies whenever possible, especially in government, because they can cause widespread disruption.":1,"#Why Quick Fixes Fail and How to Achieve Real Change":1,"#<em ljsid-0=\"\">Implement slow lane principles in your business</em>. Slow lane principles can help your business contribute to meaningful change. Stay alert for quick fixes that maximize profits at the expense of society.":1,"#<em ljsid-0=\"\">Change takes time</em>. Social change rarely happens in less than 40 years, but few movements are up front about the long struggle ahead. This leads to stagnation and burnout. Successful slow lane movements adopt strategies that are sustainable over the long term.":1,"#<em ljsid-0=\"\">Solve problems</em>. Be more discerning about where and how you volunteer by identifying an area where you can help bring about real change. For example, instead of helping run a homeless shelter, work to help solve homelessness.":1,"#<em ljsid-0=\"\">Reframing is a skill</em>. Reframing transforms problems into assets. It’s a difficult skill to learn because our brains are wired to seek quick solutions.":1,"#<em ljsid-0=\"\">Acknowledge your fears</em>. Fear can compel us to act in ways that contradict our beliefs. If your intention is to empower the people around you, but you’re acting like a benevolent dictator, acknowledge the fears that are driving your behavior.":1,"#The slow lane approach is effective at every level. The following tips can help you apply its principles, whether for your family, work, business, or activism:":1,"#Your Slow Lane":1,"#<em ljsid-0=\"\">Know your community</em>. Take time to listen and serve people in need. Over time, creative ideas for the future will emerge.":1,"#<em ljsid-0=\"\">Consider everyone</em>. Instead of creating an us-versus-them paradigm, invite everyone in your community to be part of creating a new paradigm.":1,"#<em ljsid-0=\"\">Build trust, not wins</em>. Whether it’s in politics, business, or activism, Americans are obsessed with wins. Getting a major newspaper to mention your talking point is a win. So is getting your law passed. But a win is only good when it builds trust with the community.":1,"#Clicking this link will redirect to relevant products for the Author Sascha Haselmayer.":1,"#<em ljsid-0=\"\">Stay for as long as it takes</em>. It’s easy to be a traveling expert, but permanence is critical. Especially in precarious communities, people and institutions need to be of service over the long term.":1,"#In its pursuit of domination, the fast lane breeds division. These tips can help you apply slow lane principles to heal our divisions and our democracies:":1,"#Heal Democracy":1,"#To scale in meaningful ways, maintain a clear sense of who you are and empower marginalized people to help create new solutions. For example, Serlo is a learning platform that empowers students and teachers with personalized content. It operates on a shoestring budged thanks to hundreds of volunteers who build the technology, develop content, and provide support. By 2020, 10 years after it was founded by a high school student, 1.5 million students used the platform every month.":1,"#For start-ups, scale is key. Start-ups raise capital on the promise that they’ll disrupt current systems and dominate a large market. The start-up playbook, which has given us successful technology companies like Facebook and Tesla, is the source of much philanthropic capital. That means slow lane movements are pressured to adopt the values and behaviors of fast lane companies.":1,"#The slow lane uses technology to empower people and strengthen public institutions by listening, sharing agency, and nurturing qualities like trust, humility, and respect. When slow lane movements hold the agency with regards to technology, technology follows human relationships instead of manipulating them.":1,"#In the fast lane, technology is used to dominate markets, systems, and people. Technology is part of a fierce battle for market share in which companies pick the quickest path to scale, targeting commercially viable parts of our systems for disruption. But like Uber, which aimed to fix congestion but created traffic jams and sucked money out of public transportation systems, they risk doing more harm than good.":1,"#Use Technology as an Enabler":1,"#<em ljsid-0=\"\">Curiosity gives you the courage and motivation to engage with broken systems to change them</em>. Unless you help these broken systems find new purpose, they’ll continue to produce the same unwanted outcomes.":1,"#<em ljsid-0=\"\">Fostering curiosity enables you to look beyond conventional answers, discover new sources of inspiration, and invite fresh perspectives from outsiders</em>. When practiced in this way, curiosity helps you retain the flexibility to find common ground, which creates the space for everyone to contribute to a new vision.":1,"#<em ljsid-0=\"\">Openness to new ideas can facilitate relationships with people in power who become allies</em>. Facilitate relationships by making a distinction between broken bureaucracies and the well-intentioned people who work within them.":1,"#<em ljsid-0=\"\">It can help you see past prejudices and frustration to reveal zombies</em>. These systems that reliably produce unwanted outcomes. Instead of uncovering the best solution, the main purpose of a zombie system is protecting itself from failure, embarrassment, and scandal.":1,"#In the fast lane, leaders choose a solution and stick with it. In the slow lane, movements succeed by nurturing curiosity and keeping options open as part of a continual quest to find better solutions. Curiosity has four main benefits:":1,"#Nurture Curiosity":1,"#<em ljsid-0=\"\">Experiment</em>. Overcoming prejudice, building trust, and winning support requires trial and error. Movements usually need to demonstrate that individuals who were marginalized for being poor, uneducated, or uninformed are capable of delivering superior solutions.":1,"#<em ljsid-0=\"\">Be of service</em>. Serve the people you’re seeking to help. Empathy and care build deep, trusting relationships, which provide the stability people need to contribute to their full ability.":1,"#<em ljsid-0=\"\">Reframe</em>. People suffering the consequences of a broken system are often labeled disabled or incompetent or as victims. By changing the narrative, you can forge a new path that’s not defined by the status quo.":1,"#<em ljsid-0=\"\">Release expectations</em>. To avoid the effort of searching for new answers, the brain looks for known solutions. The first step to finding new answers is letting go of your experiences, expectations, and knowledge. This requires a passionate desire to make a difference.":1,"#Success in the fast lane grants you the power to impose your solutions on others. To these fast lane leaders, involving ordinary people in decision-making is a slow way to get input from people who are incapable of grasping the complexity of the situation. Instead of imposing solutions, the slow lane shares agency, empowering people who are often viewed as too weak to take charge. That’s how bold new ideas emerge. Here’s how to get started:":1,"#Share the Agency":1,"#<em ljsid-0=\"\">Being generative</em>. The most advanced form of listening is when you open up to something new, leading to transformative visions for change.":1,"#<em ljsid-0=\"\">Employing empathy</em>. As a listener, you begin to see the world through the eyes of other people. When you listen in this way, it can signal a shift in power.":1,"#<em ljsid-0=\"\">Gathering facts</em>. By inviting new information, you can create a clearer picture of the situation. Organizations and governments do this when they gather data by conducting surveys and requesting feedback.":1,"#<em ljsid-0=\"\">Listening for confirmation</em>. When you ask a question, be ready to accept any response you receive. Seeking to validate your own beliefs through questions indicates a lack of trust in others or a fear of their perspectives. This undermines trust, and eventually, people will withhold honest answers.":1,"#By interrogating your actions, you can reveal your true intentions. This can be a painful process because it reveals your true fears. For example, you might discover that underneath a desire for control is a fear of failure. Listening in the slow lane is a way to share power with the people who suffer the consequences created by quick fixes. According to MIT scholar C. Otto Scharmer, there are the four levels of listening:":1,"#Do you think your vision and judgment is superior?":1,"#Do you trust others to know what’s right?":1,"#In the fast lane, leaders pretend to listen, but then go back to doing what works best for them. To stop pretending, ask yourself two questions:":1,"#Powerful leaders in politics and business have a choice. Rushing to action is likely to cause harm, so some leaders and movements choose an alternate path of the <em ljsid-1=\"\">slow lane</em>. Slow lane proponents want rapid change, but they aren’t willing to sacrifice inclusion, participation, or sustainability for the sake of speed.":1,"#Even among our loved ones, we rush to restore order after a rupture. Instead, it’s important to hold the urgency, which involves delaying action, building bridges, and finding out what people really need.":1,"#To get their way quickly, public leaders often resort to sowing division. By following a simple yet effective playbook—looking for something only their followers have in common then singling out others as inferior—they can create the feeling of a sacred mission that justifies any means, including violence. Leaders use division to preserve their power, but it traps communities in a downward spiral.":1,"#To get their way quickly, public leaders often resort to sowing division. By following a simple yet effective playbook—looking for something only their followers have in common then...":1,"#Leading through a crisis often means taking the <em ljsid-1=\"\">fast lane</em> approach and rushing to action. While quick fixes are compelling to leaders who want to appear strong and decisive, they sideline the nuance that consultation and participation bring. Fear of change stops many governments, businesses, and families from slowing down and taking the time to truly listen because, in times of crisis, we’re wired to rush into action and restore order.":1,"#Hold the Urgency":1,"#New solutions require openness to new ideas. Foster curiosity by promoting experimentation, seeking inspiration from diverse sources, and encouraging participation, especially from hard-to-reach groups.":1,"#People impacted by the flaws of a broken system are often branded as incompetent or as victims. By changing this narrative, you can chart a new path forward.":1,"#Many leaders listen simply to affirm their own beliefs. By dropping your preconceived notions and listening with empathy, you can build trust, which allows new ideas to emerge.":1,"#Quick fixes are compelling to leaders who want to appear strong and decisive, but these solutions usually cause unintended harm. Instead of rushing to action, accept that even in times of crisis, you can only move at the speed of trust.":1,"#We admire leaders who offer simple answers to complex issues. These quick fixes are like mirages, leaving us to deal with the same unresolved problems. In <strong ljsid-1=\"\">The Slow Lane</strong>, social innovation expert Sascha Haselmayer presents a five-step process for taking the slow lane to change—getting you to the right place faster. You’ll learn how to build trust with and build bridges to communities in order to create lasting change.":1,"#Creativity<span ljsid-1=\"\">, </span>":1,"#by Kaye, Beverly":1,"#career-development-conversations":1,"#<strong ljsid-1=\"\"> Meet ever-expanding expectations. </strong> Every quarter, you're asked to achieve a little (or a lot) more...":1,"#Employees need to know that you not only appreciate their work but have their career interests in mind. Lindsey Pollak explains how you can avoid exit interviews by conducting “stay conversations” with your valued employees.":1,"#Retaining Top Talent with \"Stay\" Conversations":1,"#Zaakceptuj wszystkie":1,"#Ukierunkowana reklama":1,"#Preferencje dotyczące przechowywania danych":1,"#Ta witryna korzysta z technologii takich jak pliki cookie, aby umożliwić podstawową funkcjonalność witryny, a także z technologii analizy, personalizacja i ukierunkowana reklama. W każdej chwili możesz zmienić swoje ustawienia lub zaakceptować ustawienia domyślne. Możesz zamknąć ten baner, aby kontynuować tylko z niezbędnymi plikami cookie.":1,"#Otwiera zewnętrzną stronę w nowym oknie":1,"#Recently Viewed <span ljsid-2=\"\">(65)</span>":1,"#Think about being an improviser. At Stanford, we call these kinds of people <em ljsid-1=\"\">sparkable</em>. When you encounter an idea, instead of evaluating it and saying, “What do I think of this idea,” say “What does this idea make me think of?” You'll be delighted by the creativity that flows out of you.":1,"#Now, my observation in business is, critical thinking is one of the most praised virtues and mindsets. It's one of the strongest muscles in the corporate boardroom. Other muscles, like wonder, atrophy. So, what should you do if you want to train and flex your creative muscle? The next time someone shares an idea, turn off your brain—I'm kidding, don't turn it off—but instead of asking “What do I think of this idea?” ask yourself “What does this idea make me think <em ljsid-1=\"\">of</em>?”":1,"#What is the hallmark of the highly creative brain? This is a question that obsessed neurologist Dr. Charles Limb at Johns Hopkins. And because he was a neurologist, what he did was he put jazz musicians and freestyle hip-hop artists inside of an fMRI scanner. His question was, “What turns on when a musician or a rapper goes from known music into a freestyle improvisational state? What part of the brain turns on?” It's unhelpful to say the creative part turns on. The important finding, actually, of Dr. Limb's study is not what turned <em ljsid-1=\"\">on</em>, but what turns <em ljsid-3=\"\">off</em>. You know the part of the brain that turned off when a jazz musician entered improvisation: the critical part, the judgmental part.":1,"#Source: Workforce":1,"#GENERAL":1,"#Without great ideas, no organization can stay afloat, much less flourish. Managers and top executives are constantly struggling to come up with big ones -- creative marketing strategies, ingenious cost-cutting schemes and other corporate solutions that will save time and money and improve productivity. But what few of them realize is that right under their noses is a virtually limitless source of valuable ideas -- ideas that can revolutionize their company and help bring substantial and sustainable competitive advantage. These great ideas come, surprisingly, from the lowest point of the corporate food chain -- from the frontline employees who do the \"dirty\" work and who therefore see a lot of problems and opportunities that their managers do not. Employee ideas are a lot more valuable than most managers think. More importantly, they can be had virtually for free, if you know how. This book teaches the most effective methods for tapping this \"hidden\" resource, based on extensive research in more than 300 organizations around the world. It offers precise techniques for setting up an idea management system that can empower your people, transform your organization and make you a much more effective leader.":1,"#Let’s Get Real About the Impact of AI on Jobs":1,"#During those times when you have more than enough energy and momentum to balance short-term tasks with long-term planning, it can be easy to underestimate your risk of burnout. High-achieving professionals often mistake resilience for an inherent character trait and ignore signs that their focus and decision-making abilities are becoming strained. You need to take proactive measures to maintain your physical and mental health for the long haul. In The Resilience Plan, Marie-Hélène Pelletier, PhD, MBA, explains how you can develop strategies for achieving success in a healthy, sustainable way.":1,"#The article challenges common tech industry claims about AI creating better jobs, arguing that automation typically replaces workers rather than improving work conditions. Topics include the disconnect between AI's potential and real-world job displacement, historical parallels with industrial revolutions; and the need for more transformative approaches to implementing automation technologies in business processes.":1,"#This article reports on the research “How Do Humble Leaders Unleash Followers’ Leadership Potential? The Roles of Workplace Status and Individualistic Orientation,” by Lin Xiao Chu et al. which was published in the Journal of Organizational Behavior in 2024. This research focused on surveys completed by supervisor-employee pairs, where a relationship between leader humility and employee motivation to become a leader themselves was found.":1,"#Humility at the Top Inspires Others to Lead":1,"#Zamknij preferencje dotyczące plików cookie":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Amy Edmondson":1,"#Clicking this link will redirect to relevant products for the Speaker Jeremy Utley.":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#<var num-hours=\"\"></var> hours ago":1,"#In Idea to Invention, inventor, author, and motivational speaker Patricia Nolan-Brown reveals the steps needed to turn a concept into a profitable product. The ideas that evolve into useful, sought-after products can come to anyone, but they will not progress beyond mere thoughts unless inventors use their confidence and inquisitiveness to propel them to fruition. Inventors’ ideas are precious, and to protect them from intellectual thievery, they need to be safeguarded with Non-Disclosure Agreements, Provisional Patent Applications, trademarks, and consultations with patent attorneys. Nolan-Brown addresses these issues as well as the decision process behind choosing a licensed manufacturer to make and sell the product or operating a home-based fabrication site. Product promotion is also described, including crafting an effective sales pitch, locating store buyers, utilizing trade show exposure, and optimizing online marketing.":1,"#In Good Idea. Now What?, Charles T. Lee insightfully deconstructs the biology of ideas, from conception to fruition. He uses a kaleidoscope of perspectives to examine the life cycle of an idea, including a thorough discussion of the different elements and dynamics that impact the ultimate realization or failure of a concept. Lee emphasizes that innovation is less about daydreaming and more about the preparation required for the sustainable development of ideas. Creativity is dependent on both methods and mindsets. Lee also makes several critical observations and recommendations about moving good ideas from the developmental stage to full implementation as great products, services, or social mediums.":1,"#The digital age has made globalization of business more accessible than ever, allowing new organizations to enter international markets with little effort. In Take Your Company Global, Nataly Kelly outlines practical approaches for maximizing global expansion, from hiring for a global outlook to personalizing marketing approaches for discrete markets.":1,"#Take Your Company Global":1,"#The article discusses the potential of artificial intelligence (AI) in coaching, based on research conducted by a talent development executive. The study involved a randomized controlled experiment that compared client experiences with simulated AI coaches to those with human coaches. Findings indicated that AI coaches can build strong collaborative relationships, deliver meaningful coaching experiences, and facilitate measurable goal achievement, showing effectiveness comparable to human coaches. The research highlights the value of effective communication, empathy, personal insights, and strategy development in both coaching formats.":1,"#3 Reasons AI Coaching Has Potential":1,"#Clicking this link will redirect to relevant products for the Publisher Leadership Excellence.":1,"#Universidad del Istmo de Guatemala - Logo":1,"#Trust is the invisible thread that weaves through the fabric of successful teams and organizations. Alain Hunkins shares how to build more trust in less time.":1,"#How to Build More Trust in Less Time":1,"#In today’s world of public, rapidly distributed scrutiny, the need to be viewed as operating ethically is more important than ever before. The need for an authentically ethical business culture stems from a powerful wave of change that is not going to ebb any time soon. To minimize risk and maximize business outcomes, companies strive to be clear about how ethics and culture sit in this matrix of shifting influences from shareholders and stakeholders alike.":1,"#Lisanne Sison, Tom Tripp, Ray Iardella":1,"#The Ethical Wave in Business: New Norms, New Risks":1,"#Clicking this link will redirect to relevant products for the Topics Listening.":1,"#Timothy J. Rowley, Laurence Capron":1,"#Perry Klebahn, Jeremy Utley":1,"#The Idea Hunter, by Andy Boynton, Bill Fischer, and William Bole, argues that most new ideas are not entirely original, and that a person does not need to be a genius to be an innovator. In fact, the authors say that it is not the geniuses who come up with the best inventions, but rather, those who are in the habit of looking for new ideas and ways of doing things. Ideas matter at work, and they are more valuable than products since they are instrumental in creating progress. Those who wish to be Idea Hunters—the inventors of tomorrow’s breakthroughs—must ground themselves in four bedrock principles that create the crucial habits of mind necessary for finding ideas. These I-D-E-A principles are identified by four adjectives: interested, diverse, exercised, and agile.":1,"#jcruz@unis.edu.gt":1,"#The article \"Feeling Stuck?\" from TD: Talent Development discusses overcoming career stagnation by being intentional about professional growth. It highlights the importance of recognizing one's unique value proposition and avoiding professional tunneling that can lead to career stagnation. The article provides a TD Career Catalyst Framework with eight phases to guide practitioners through a journey of professional metamorphosis, encouraging intentional self-reflection and strategic action to evolve from technical experts to strategic visionaries.":1,"#Margaret Spence":1,"#Feeling Stuck?":1,"#Boards today face a thorny challenge: how to provide proper oversight of management while allowing it the autonomy it needs to be effective. Too often, boards maintain a single mode of engagement at all times, regardless of the type of decision to be made or its importance. This lack of flexibility can significantly undermine board effectiveness, especially in complex and rapidly changing situations. This article presents four modes of engagement—passive, mentor, partner, and control—along with the unique characteristics of each. The key to becoming an agile board is to understand that the appropriate mode of engagement depends on the decision to be made. Many factors can affect which board engagement mode is right for a given decision. However, the authors' research reveals that four are critical: impact on value, conflicts of interest, implications for the mission, and talent and capabilities. Ultimately, agile boards not only enhance their own effectiveness but also foster a more collaborative and productive relationship with management, driving improved outcomes for organizations and their stakeholders. That is not just a nice-to-have—it's a necessity.":1,"#by Jeremy Utley":1,"#The Strategic Side Gig":1,"#Patricia Nolan-Brown":1,"#Paul Barbour":1,"#Businesses face significant transformations across the organisation, with many being driven by new technologies such as artificial intelligence (AI). These changes affect every possible strategy, from cost-cutting measures to hyper-growth. As a result, recruiters must step up as trusted advisers, guiding chief human resource officers (CHROs) in developing human capital strategies that inspire confidence in leadership and highlight the strategic value of HR.":1,"#Gaston Gomez Armesto":1,"#Becoming Trusted Advisers":1,"#The article focuses on the role of movement in enhancing knowledge acquisition and cognitive development. Topics include the impact of physical activity on learning and executive function, historical and cultural approaches to kinesthetic learning, and the risks of over-reliance on AI in education and critical fields.":1,"#Art Murray":1,"#Knowledge Through Motion":1,"#Source: Corporate Citizen Magazine":1,"#Too often, companies follow a linear supply chain model. By switching to circular design, Navi Radjou argues, you can save valuable resources and operate a sustainable business; he offers 2 methods for doing so.":1,"#How to Create Sustainable Products with Circular Design":1,"#We admire leaders who offer simple answers to complex issues. These quick fixes are like mirages, leaving us to deal with the same unresolved problems. In The Slow Lane, social innovation expert Sascha Haselmayer presents a five-step process for taking the slow lane to change—getting you to the right place faster. You’ll learn how to build trust with and build bridges to communities in order to create lasting change.":1,"#The Slow Lane":1,"#Learn to lead with trust, credibility, and a clear moral compass. This learning path helps leaders strengthen integrity in their everyday actions, build high-trust cultures, and make values-driven decisions that earn lasting respect.":1,"#Demonstrating Integrity":1,"#Source: Public Management":1,"#Certificates <span ljsid-2=\"\">(4)</span>":1,"#Source: Recruiter":1,"#So, the next time you need an idea, go seek out unexpected input, just like Bette Nesmith Graham. Take a walk around the block—we call it doing a <em ljsid-1=\"\">wonder-wander</em>—entertaining a problem that you've got in mind, and then imagine how things that you see on your walk can stimulate fresh ideas.":1,"#I'll give you one last example. Think of Bette Nesmith Graham. In the mid-1950s, she was working at Texas Bank and Trust as a secretary. She was constantly frustrated by her typewriter because it would leave smudges on her page, and so she spent much of her day actually erasing smudges rather than taking notes. Because she was a single mom, she had to work odd jobs on the weekend and have side hustles to make ends meet. And one weekend, she was painting window displays at a department store when she heard something that would change her life forever. She had made a mistake, and she was erasing the mistake with a straight-edge razor when the painter ran over and said, “Whoa, whoa, whoa, what are you doing?” She said, “I'm erasing this mistake.” He said these words that would change her life: “Bette, painters don't erase mistakes, painters paint over their mistakes.” She had an idea; she had a connection. Knowing that painters paint over mistakes, she thought back to her frustration with her typewriter. And she went home and concocted the original formula for what would become liquid paper. She went on to found that company, working side-by-side with her son's high school chemistry teacher and a local paint store employee to concoct the formula. But the initial inspiration came from that connection.":1,"#Think of electric vehicles. You know that there's a thing called range anxiety, right? I worked with an engineer at a electric vehicle company that will remain nameless. She was working on the range anxiety problem until, she said, she overheard a couple of folks in military fatigues at Starbucks talking about mid-air refueling of jet fighters. And she said when she thought of range anxiety in mid-air refueling, she had an idea—and you did too. We all had this collective hallucination called an <em ljsid-1=\"\">idea</em>. The point is, it didn't come from nothing. It came from cognitive building blocks, and this isn't just a semantic difference. It turns out that knowing the definition of an idea can actually increase your creative output up to 30%, even above being trained in creative thinking.":1,"#Many of us freeze because when we think of <em ljsid-1=\"\">idea</em>, we think in terms of new, but the underlying cognitive science shows ideas aren't new. The human brain is incapable of creating from scratch. What the human brain is doing is connecting things we already know, and it's that connection that gives us the sensation of, “I've got an idea.”":1,"#Quick, come up with an idea! If you're like many people, you just froze. What is an idea? It seems so intimidating, so amorphous, so, it's like being asked to have a tiger. How can I just come up with an idea on the spot? The reason that that's hard is because you don't know what an idea is. Definitions matter, so let me tell you what an idea is. An idea is simply a connection, a connection between 2 things you already know.":1,"#What is an idea? Jeremy Utley defines the concept of <em ljsid-1=\"\">idea</em> and shares how you can increase your creative thinking simply by making connections.":1,"#Tessa West":1,"#Stijn Viaene":1,"#Eugene Ivanov, Andrew Binns":1,"#Source: Business Expert Press, LLC":1,"#Clicking this link will redirect to relevant products for the Topics Career Planning.":1,"#Liked <span ljsid-2=\"\">(3)</span>":1,"#Rewrite":1,"#Pause Audio":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Jeremy Utley</strong></a> is an adjunct professor at Stanford University, coauthor of <em ljsid-2=\"\">Ideaflow: The Only Business Metric That Matters</em>, a Thinkers50 Top Innovation Leader, and a General Partner at Freespin Capital. He’s the host of <em ljsid-4=\"\">Paint & Pipette: The Art & Science of Innovation</em>, and cohost of <em ljsid-6=\"\">Beyond the Prompt</em>. His current research passion is helping individuals and organizations accelerate their comfort and confidence leveraging generative AI.":1,"#Slide 6":1,"#An Idea Worth Millions":1,"#Open Menu":1,"#Open Search":1,"#Easily share videos, articles, and book summaries with your team. Keep the conversation going and inspire collective growth with Accel.":1,"#Clicking this link will redirect to relevant products for the Topics Artificial Intelligence (AI).":1,"#completed icon":1,"#Electives Completed":1,"#Your password must be between 10 and 32 characters in length and no spaces. You should use at least one uppercase and one lowercase letter, plus at least one number or any of the following special characters: !@#%&$()_":1,"#The article focuses on best practices that project managers can use to improve the efficiency of work teams. It suggests that project managers should assign tasks based on team expectations, conduct one-on-one monthly meetings to identify concerns, and get activity resource estimates during project planning and have the team members review the project plan to ensure it is realistic. It comments on methods of empowering and motivating work teams and analyzing team progress.":1,"#Slide 5":1,"#Robust Search Functionality":1,"#Whether you're learning on the go or from your desktop, Accel's new responsive design ensures a seamless experience across all devices.":1,"#Improved Mobile Experience":1,"#Personalized Learning Experience":1,"#Enjoy a fresh, modern interface that's intuitive and visually engaging. Navigation is smoother, so you can quickly find the content you need.":1,"#Sleek New Design":1,"#Here's What's New:":1,"#New Learning Paths":1,"#Find exactly what you're looking for with our improved search. Filter content by topics, speakers, or keywords and dive into relevant resources with ease.":1,"#We're excited to introduce a completely redesigned Accel platform, packed with new features to enhance your learning experience and make professional development faster and easier than ever before.":1,"#Anne Jacoby":1,"#In this article, the author discusses the importance of team building for completing organizational works. He states that the best result in global economy could be gained by collaborative action of all individuals and technological innovations. He discusses the fundamental aspects of a great team which includes skilled team leaders, rewarding teamwork instead of individualism, and a common goal.":1,"#Source: Inc.":1,"#Why Teams Matter More Than Ever":1,"#typeOfMessage:info":1,"#Our new site offers personalized recommendations based on your learning preferences and career goals. Get content tailored just for you!":1,"#Explore our new learning Paths, designed to guide you step-by-step through essential skills in leadership, communication, and more. Progress at your own pace and track your development over time.":1,"#Welcome to the New Accel!":1,"#©2024 by John Wiley & Sons, Inc.":1,"#Related Content":1,"#Vision and Mission":1,"#How do you come up with a lot of good ideas? Jeremy Utley presents the idea quota and illustrates how it can increase the likelihood of coming up with breakthrough ideas.":1,"#How Do You Know if You Have a Good Idea?":1,"#rotate left icon":1,"#Recently Viewed <span ljsid-2=\"\">(0)</span>":1,"#Discusses the structural divers that comprise effective teams. To foster effective teamwork the essentials are a real team, a compelling purpose, and the right people.":1,"#Creative, idea-rich companies don’t happen by chance. They’re purpose-built by people like you who unlock creative skill sets and nurture a steady flow of ideas. This practice contradicts what many leaders consider to be job one: error-free efficiency. However, Stanford University d.school leaders Jeremy Utley and Perry Klebahn believe a shift is necessary. In Ideaflow, they share steps to help you bravely diverge from the status quo and adopt the radical belief of “quantity over quality” so creativity and innovation can take root. Though the work begins with you, the steps they share can be instrumental in organizing and amplifying the efforts of your peers, colleagues, and direct reports and magnifying the creative output of your entire organization.":1,"#The Idea Hunter":1,"#For leaders, the ability to rapidly solve top challenges and fully align teams is essential. This video series is your playbook for tackling complex priorities. It arms you with the mindset and tools necessary to create actionable solutions and mobilize key stakeholders to execute – all with unparalleled speed and impact.":1,"#Cracking Complexity: How to Solve Your Top Business Challenges Fast":1,"#Source: Career Press":1,"#No Resource found":1,"#Snooze":1},"version":195627}]