[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文(简体)","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"phrase":"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes","candidate":"#","variables":["<var hour=\"\"></var>","<var minutes=\"\"></var>"],"regex":"^#([\\d ]{1,2}):([\\d ]{1,2}) minutes$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":202550},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":202550},{"_id":"outdated","outdated":{"#Dial was added":1,"#The article reports on the ways to embrace adaptability at workplace. The suggestions given here include using voice-command-driven intelligent assistants like Alexa of Amazon.com Inc.; making use of virtual reality (VR); and having access to chatbots that are text-based interactive systems driven by artificial intelligence (AI).":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Phylise Banner":1,"#Embracing the Practice of Technology Adaptability":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Tomas Chamorro-Premuzic":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Ethan Mollick":1,"#Elective":1,"#Learning Paths":1,"#Visible range of carousel items is 2-5 of 9":1,"#Remove":1,"#The article reports on many professionals and business owners losing their strategic vision while focusing on the tactical nature of doing business. It is said that business and personal alignment is promoted by a strategic vision. A strategic vision creates focus that allows employees and management alike to concentrate on generating new ideas, planning for the future and seeing new possibilities.":1,"#Kim Marcille":1,"#A Lesson in Strategy":1,"#341 Results found for <span ljsid-1=\"\">\"strategic\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#8 Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#11 Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#Even creativity needs structure. Organize a brainstorming session that's sure to succeed by clearly defining your problem and establishing rules.":1,"#12 Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#34 Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#Innovation starts from the ground up. Instill a sense of exploration, curiosity, and creativity throughout all levels of your organization; it really is the only way to unlock everyone's true potential.":1,"#Establishing a Culture of Innovation":1,"#37 Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#The article considers the use of budgets in strategic planning by business enterprises, discussing limits to their effectiveness related to the inherently large amount of forecasting contained in any budget.":1,"#Stefan Stern":1,"#Learning Curve":1,"#2 Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#362 Results found for <span ljsid-1=\"\">\"learning path\"</span>":1,"#Leaders often struggle to balance urgent tasks with important, long-term goals. Dan Cable shares research-backed strategies for helping employees carve out time for meaningful work, leading to higher productivity and reduced burnout.":1,"#How to Balance the Urgent with the Important":1,"#Want to communicate in a way that truly lands and brings people together? This learning path will help you simplify your message, listen more effectively, and communicate with clarity and confidence so you can create shared understanding and drive better results.":1,"#Communicating for Clarity and Alignment":1,"#The article focuses on Anne Mahlum’s entrepreneurial journey, illustrating how her belief in human potential and \"entrepreneurial alertness\" enabled her to recognize opportunities others overlooked. Mahlum founded the nonprofit Back on My Feet, which uses running to help people experiencing homelessness rebuild their lives, and later launched the successful fitness business Solidcore. Her story highlights how deeply held beliefs shape perception and opportunity recognition but can also create blind spots, emphasizing the importance of regularly reassessing one’s beliefs for sustained leadership and growth. The article underscores that success often stems from consciously choosing and refining beliefs rather than relying on luck.":1,"#How to Spot the Opportunities That Others Miss":1,"#Effective leadership requires discipline, focus, and strategic thinking. Balancing these demands with the daily work of managing teams and organizations, however, can be challenging. The updated and expanded edition of HBR’s 10 Must Reads on High Performance offers curated articles and “quick reads” filled with insights and actionable tips that can help you become a more impactful leader.":1,"#HBR's 10 Must Reads on High Performance":1,"#Everyone is on a journey to a place where they can truly thrive. In Courage, Clarity, and Confidence, career and leadership coach Gala Jackson provides a guide you can use to redefine success and grow dynamically. While living with courage, clarity, and confidence can be challenging, Jackson’s roadmap can help you begin to value your vision and voice. By learning to live out your authentic definition of success, you can become the strongest and boldest version of yourself.":1,"#Gala Jackson":1,"#Courage, Clarity, and Confidence":1,"#In Team, David Allen and Edward Lamont adapt Allen’s best-selling book, Getting Things Done, from individual performance to teamwork and performing work alongside others. While the authors set out to create a standalone piece, readers may wish to read Getting Things Done first, as topics described in that book are referenced often. Still, most readers will infer what the various concepts mean and find applicable and actionable steps they can take, both as leaders and team members, to level up their team’s performance and truly get things done.":1,"#David Allen, Edward Lamont":1,"#Team":1,"#Latest Book Summaries":1,"#When you overcome fear of speaking up and build a dynamic culture that leverages people to solve problems, respond to customers, and adapt to change, you've built a strong foundation to survive—and thrive—in the automation revolution.":1,"#You need them to share creative ideas, be empathetic on behalf of customers, and present strategic solutions that adapt to a rapidly changing world. How often are your employees voicing this kind of creativity, empathy, and problem solving? For too many businesses, the answer is: not nearly enough.":1,"#If your business includes work that is repetitive or structured in a predictable setting, you'll soon face competitive pressure to automate that work—if you haven't already. When so much is automated, how do you differentiate your business from your competition? The secret to surviving and thriving in the automation revolution is in what computers can't replace: human creativity, empathy, and critical thinking—especially in unpredictable environments. To stay competitive in the automation revolution, you need your employees to speak up.":1,"#Overcoming FOSU Is Critical to Surviving the Automation Revolution":1,"#Employees' fear of speaking up is detrimental to cultivating a culture of solution-focused problem solvers.":1,"#Most people naturally avoid taking risks and choose safe silence. You can overcome FOSU and build a solutions-focused culture when you consistently turn solving and sharing into the default culture.":1,"#Align systems and processes. Start with recruiting. Are your hiring processes designed to bring in the people who helped you succeed five years ago? If so, it's time to align recruiting with the talent and competencies you'll need to succeed in the future. As automation increases, you'll need more empathy, creativity, and strategic thinking at every level. Ensure that incentive programs reward sharing and adopting best practices, strategic solutions, and creative thinking.":1,"#If you didn't ask for input but someone spotted an issue and proposed a solution, your response depends on the situation. If you can trial the idea, let the employee know and look for a way to involve him or keep him abreast of the results. If you can't take action, thank him for thinking about the issue and give him the additional information he needs to understand the obstacles. Invite him to think about ways to overcome those barriers.":1,"#When you've asked for input, first thank them, and then summarize the range of what you've heard. Finish by clearly stating the course of action you will take and why you're going that direction.":1,"#It's a fundamental truth that human beings want to be heard. To overcome FOSU and build a solutions-focused culture, people need to know that their input is valued. That doesn't mean you have to act on it, but you do need to respond.":1,"#Respond. \"I don't know why I speak up; no one does anything with what I say\" may be one of the most uttered phrases in companies today. Equally, cynical leaders feel that they can't make everyone happy, so why bother trying?":1,"#Help team members learn how to share their feedback, ideas, and solutions. They're more likely to be heard when they put their proposed solution in terms of the critical business outcomes that matter most to their supervisor, leader, and key stakeholders.":1,"#Everyone in the organization should be able to clearly articulate what success looks like, how the organization benefits other people, and how it makes money in the process. Share the numbers. Step into employees' shoes to give them examples that they see every day. What can they be looking for? What are the boundaries within which they can solve problems? When do they need to escalate the issue and how should that happen?":1,"#Equip everyone to search, solve, and share. If you want people thinking strategically, give them all the information they need. When senior leaders are frustrated with a dearth of strategic thinking, employees often lack the information they need to spot problems and offer solutions.":1,"#Start by asking them to describe their goal, what efforts they've made, and what happened when they tried. After you gather those facts, move to questions that help them reflect. For example: What can you learn from that experience? Is there a skill or equipment that would help you solve this problem? Next, ask them to identify alternative options and explore the consequences of those options. Finally, ask them to choose from among the options they've explored.":1,"#Build problem-solving competencies. \"Don't bring me a problem without a solution\" is the fastest way to get your team to stop bringing you problems. Work to build problem-solving competencies on your team. Look for opportunities when a team member who is sufficiently trained and should be able to come up with solutions brings you a problem. Resist the urge to offer a solution or bark, \"Don't bring me a problem without a solution.\" Instead, use guided questions to help employees develop their critical thinking skills.":1,"#When a team member takes a healthy risk to better serve the customer or improve the business, celebrate it, even if it doesn't work in the end. It's particularly important for leaders to thank people who bring them ideas they disagree with. After all, if it's only OK to speak up when you agree with your supervisor, then it's really not OK to speak up at all.":1,"#Reward truth telling and risk taking. You get more of what you encourage and celebrate and less of what you ignore. When an employee brings you an issue, thank her and explain why it was so important that she raised the issue. Publicly share the stories of solution-focused team members who brought up issues, how these issues were solved, and how life is better now as a result.":1,"#Another approach is to hold quarterly best practice festivals where team members are given an area of their work and asked to identify one behavior they do that improves outcomes for customers, saves money or time, or enhances the employee experience.":1,"#Ask for tough feedback. An open-door policy isn't enough—it's too passive. If you want to know what's not working, then ask. Consider specific questions such as: \"What drives you crazy about this new system?\" \"What about this project concerns you?\" or \"How is this change going to make things better or worse for our customers?\"":1,"#Overcoming these problems and building a courageous culture of solution-focused problem solvers aren't complicated. A few intentional changes in employee onboarding, manager training, and how leaders interact with their teams are all it takes. The key is to practice the following behaviors consistently.":1,"#How to eliminate FOSU":1,"#The third cause of FOSU is organizational structure. This starts with hiring practices that ignore problem-solving competencies. Often, training processes don't equip people to solve problems, innovate, and share best practices. In addition, rewards and incentives can create internal competition that drive people to keep their successful secrets to themselves rather than share best practices.":1,"#For employees, FOSU commonly results from negative experiences that have led them to believe their opinions aren't valued, even if those experiences happened with different managers or a different company. Not knowing how to share ideas so they can be heard compounds the problem. Additionally, employees may be busy working and simply not recognize that they have valuable insight to contribute.":1,"#FOSU results from a complicated dynamic between leaders, employees, and organizational structure. Leaders may be enthusiastic but don't invite ideas or feedback. Or worse, they ask for feedback but never respond to the input they received. This leaves employees frustrated. It's also common that middle-level managers discourage sharing and risk-taking because they're worried about how senior leaders will perceive them.":1,"#Why does FOSU happen?":1,"#When people are discouraged from saying the wrong thing and not rewarded for saying or trying the right thing, they play it safe, keep their heads down, and say or do nothing. Consequently, customers leave, problems multiply, and employees lose heart.":1,"#Your employees have knowledge that you need. They can identify problems before they escalate. They can innovate with customer-centered ideas. They probably know where to get the most leverage from training. They're your greatest asset—but only if you hear what they have to say.":1,"#FOSU exists when no one tells the IT director that the new sales software takes three times longer to load, because their managers told them to \"only be positive\" about the change. FOSU is why a customer service rep found a way to serve customers more quickly but kept the new practice to herself because she didn't want to get into trouble for trying something new. When a manager and the team all use redundant software that everyone despises—because they don't want to say anything and risk disappointing one another—that's FOSU holding everyone back.":1,"#Fear of speaking up (FOSU) happens when employees are reluctant to share problems, solutions, or business-building ideas. The consequences are dire: An FOSU culture stifles innovation, limits problem solving, and suppresses engagement.":1,"#You want a team of solutions-based problem solvers where employees act like owners, care deeply about customers, and improve the business. What gets in the way? The answer may surprise you.":1,"#Karin Hurt":1,"#David Benzel":1,"#Karin Hurt, David Dye":1,"#Dan Heath<span ljsid-1=\"\">, </span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">324</span>":1,"#The article discusses innovative solutions to improve workplace health and employee well-being through the use of the American Heart Association’s Workplace Health Achievement Index that measures the comprehensiveness and quality of a company’s workplace health program. A list of America’s healthiest organizations recognized by American Heart Association also is given.":1,"#Susan Burnell":1,"#Promoting a Culture of Health and Well-Being in the Workplace":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Fred Miller<span ljsid-1=\"\">, </span>":1,"#Matt Haller":1,"#Negar lo no esencial":1,"#A":1,"#The article discusses why leaders should learn strategic thinking. Leaders are advised to understand the different cognitive clusters that underlie strategic thinking and strategic planning. The presence of an inefficient cognitive cluster that focuses on divergent thought and depth of thought is noted. Five tips are offered to strengthen strategic thinking.":1,"#Julia Sloan":1,"#Strategic Thinking":1,"#Erika Andersen unpacks the 4 steps to thinking strategically.":1,"#How to Think and Act Strategically":1,"#Co-Intelligence":1,"#Is artificial intelligence (AI) our hope for the future or our path to doom? According to psychologist Tomas Chamorro-Premuzic, that all depends on what we do with it. As he explains in I, Human, like most every innovation since the beginning of time, there’s a good side and a bad side to AI. Our job as humans is to examine the role AI plays in our lives and then take the right steps to make sure it’s working for us rather than against us.":1,"#I, Human":1,"#The article offers the author's perspective on the importance of strategic planning in the success of businesses. The author emphasizes that strategy is about making choices and setting limits on both the demand and supply side of the business. He also suggests that senior management must avoid being blindsided by the confidence and complacency that comes from strong performance as competitive advantage relies more on the ability to be faster with developing, testing and validating new ideas.":1,"#Jean-Louis Schaan":1,"#A Strategic Way to Enter New Era of Strategy":1,"#The article reports on the need to create a strategic plan for talent development and to determine the direction of an organization. Topics discussed include the strategic planning imperatives, the mega, macro and micro levels of organizational results and the ways to overcome resistance to change, such as explaining the benefits of strategic planning, defining the timeframe for strategic plan development and addressing concerns on a one-to-one basis.":1,"#ROGER KAUFMAN":1,"#Strategic Planning":1,"#The article discusses six high-performing approaches leaders use to make their organizational strategies and initiatives successful. The key ideas include nurturing strategies rather than launching them, making sure everyone can connect their job roles to the initiative, and tracking performance with metrics that encourage accountability. The significance of a feedback loop between the employee and leader is also noted.":1,"#Bridget Stallkamp, Brian Donovan":1,"#Strategic Results":1,"#Accelerate your professional development with business book summaries, videos and more!":1,"#Switch":1,"#Liked (9)":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Bob Tapscott":1,"#Strategic":1,"#The article focuses on business strategy, citing a study by the American Management Association on leadership which suggests that the strategy development is a leader's important competency to possess. Topics include the three principles that must be applied by strategists to their business such as creating differentiation and focusing on resources, the comment of Jeffrey Immelt ot General Electric (GE) on a business' success, and the role of managers in creating strategy.":1,"#Thinking strategically requires thinking long term and systemically. Thinkers50 member Herminia Ibarra shares an important step you must take to become a strategic thinker.":1,"#How to Think Strategically":1,"#As a practicing management consultant for 30 years, I’ve noticed that some leadership challenges never seem to go away—not just in Australia, where I live, but globally. One of the common complaints is that leaders and managers do not think strategically. This confirms my own assessment that leaders struggle in this area and that there is an urgent need to provide practical guidance on how to grow strategic thinking.":1,"#Are You Strategic?":1,"#Alastair Rylatt":1,"#Growing Strategic Thinkers":1,"#to-be-heard":1,"#FOSU exists when no one tells the IT director that the new sales software takes three times longer to load, because their managers told them to \"only be positive\" about the change. FOSU...":1,"#Bridget Stallkamp":1,"#Brian Donovan":1,"#View More":1,"#Leadership Book Summaries":1,"#Erika Andersen":1,"#Practice. You will get it wrong. Your thoughts will drift to “what’s for dinner tonight?” Just notice this and bring your thoughts back to the wonderful human in front of you.":1,"#Reframe silence. It's okay to pause, to breathe, to think, to let silence just be silence. It's a natural part of great conversations.":1,"#Refrain from interrupting. Imagine just as someone pauses and you speak, their next words could have been the most important words they ever speak, and you've stolen that moment forever.":1,"#Decide. Consciously decide before each conversation that you want to listen more deeply.":1,"#Notice. Pay attention to how well you and others are listening.":1,"#Several years ago, while doing my master's in coaching and behavioral change, we were reflecting on listening. Some people at the table said, \"My partner never listens to me.\" That day the tutor asked, \"When was the last time you listened to a person you love for 45 minutes without thinking about yourself?\" This question stuck with me. I went home and listened to my partner at a level I never had before. Twenty minutes in, my partner asked, \"Are you okay?\" I explained what I was doing and asked how it felt. They said, \"Wonderful.\" Since that moment, I've dramatically improved my listening. Here are my six top tips.":1,"#Several years ago, while doing my master's in coaching and behavioral change, we were reflecting on listening. Some people at the table said, \"My partner never listens to me.\" That day the tutor asked, \"When was the last time you listened to a person you love for 45 minutes without thinking about yourself?\" This question stuck with me. I went home and listened to my partner at a level I never had before. Twenty minutes in, my partner asked, \"Are you okay?\" I explained what I was doing and asked how it felt. They said, \"Wonderful.\" Since that moment, I've...":1,"#It's my belief, based on the science and practice, that the skill of listening has the power to transform almost any relationship.":1,"#Enjoy. Once you become curious about how well you're listening and start practicing, it's very, very hard to go back.":1,"#by Karin Hurt, David Dye":1,"#Clicking this link will redirect to relevant products for the Authors David Dye.":1,"#Clicking this link will redirect to relevant products for the Authors Karin Hurt.":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#<var num-hours=\"\"></var> hours ago":1,"#A remote or hybrid work environment can pose challenges when it comes to connecting with coworkers. Michelle Tillis Lederman provides several tips for creating and maintaining connections in a hybrid world.":1,"#Intentional Connection in a Hybrid World":1,"#PrepSTEP High School":1,"#PrepSTEP College":1,"#LearningExpress Library":1,"#LEL":1,"#Panic and anxiety can feel debilitating, but you can take purposeful steps to reclaim the power they hold over your life. In Panic Proof, Dr. Nicole Cain recounts her experiences with various therapies designed to treat her panic, modern research on what truly works, and practices that have helped her and others heal. She provides actionable steps you can take to evaluate your obstacles to healing and shares clear solutions and protocols to mitigate them.":1,"#Panic Proof":1,"#Liked <span ljsid-2=\"\">(9)</span>":1,"#Unliked":1,"#The Strategic Side Gig":1,"#Michael Sheldrick":1,"#Verne Harnish":1,"#Este sitio web utiliza tecnologías como cookies para habilitar la funcionalidad esencial del sitio, así como para analítica, personalización y publicidad dirigida.":1,"#\"Fine-tuning and organizing the efforts of the incident response, disaster recovery and business continuity teams is the logical next step in the “business resilience symphony.”\"":1,"#Jeffrey T. Lemmermann":1,"#Conducting the Business Resilience Symphony":1,"#Are you sure you want to remove the 'Like' for this content?":1,"#Remove Like?":1,"#Much has changed in the world since John D. Rockefeller rose to become a tycoon of the oil and gas industry, but his habits for success are just as relevant today. Rockefeller recognized that strategy was crucial and achieving it wouldn’t happen by chance. To improve his odds of success, he set clear near- and long-term priorities, collected data to ensure he was aligned with and moving toward them, and established rhythms for success to keep each team member attuned to daily, weekly, monthly, quarterly, and annual goals. In the 22nd anniversary edition of Mastering the Rockefeller Habits, Verne Harnish explores these habits and how you can implement them to build, scale, and succeed in your industry.":1,"#Mastering the Rockefeller Habits (22nd Anniversary Edition)":1,"#Andeed Ma, James Ong, PhD, Siok Siok Tan":1,"#Peter Fisk explains how businesses can use innovation to embrace the challenge of sustainability. Learn how to turn environmental and social challenges into opportunities for growth and positive impact.":1,"#Use Innovation to Embrace the Challenge of Sustainability":1,"#The article focuses on accelerating business development through a strategic and disciplined approach to achieving growth. Topics include creating a clear and actionable business development plan with measurable goals, strengthening client relationships through engagement and networking, and leveraging referrals and coaching to enhance long-term success.":1,"#Accelerate Your Business Development with These Nine Strategies":1,"#The article focuses on the importance of effective communication and leadership in fostering cooperation and achieving organizational goals. 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,"#Gary S. Michel":1,"#Christoph Senn, Mehak Gandhi":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Paul Barbour</a></strong> is an executive coach and risk management expert, specializing in collaboration, conflict resolution, and team performance. A senior officer at the World Bank’s MIGA and a former economist at the IFC and UK government, he also coaches teams through FXL Performance and teaches at Henley Business School.":1,"#Liked <span ljsid-2=\"\">(5)</span>":1,"#Recognizing early wins can be a powerful motivator during times of change. Dan Cable shares how leaders can identify and celebrate small successes to sustain momentum, build confidence, and reignite hope in the face of struggle.":1,"#Celebrate Early Wins During Change":1,"#Artificial intelligence (AI) now permeates nearly every aspect of people’s lives, bringing with it unprecedented challenges, opportunities, and changes. In AI for Humanity, Andeed Ma and James Ong, PhD, together with Siok Siok Tan, guide you through these profound transformations. Drawing on insights from their backgrounds in business and tech, they provide big-picture clarity on AI’s risks and potential, while showing you how to advocate for responsible, sustainable, and transparent AI development. You’ll learn how to navigate the AI debate with confidence and better understand AI’s impact—in the present and future—on business and society.":1,"#AI for Humanity":1,"#Rahul Dodhia":1,"#The article discusses the evolution of workplace learning and support tools, highlighting a shift from memorization to immediate, context-aware support facilitated by artificial intelligence (AI). Organizations are increasingly adopting AI-powered knowledge tools that provide real-time information retrieval, enhancing employee efficiency across various sectors, including call centers, sales, and HR. This transition necessitates new training approaches, focusing on teaching employees how to effectively utilize these tools while still recognizing the importance of developing interpersonal skills through practice. Learning and Development (L&D) professionals are adapting their roles to curate knowledge for AI systems, ensuring that critical information is accessible and contributing to a centralized knowledge ecosystem that supports organizational performance.":1,"#Learning in the Flow: Retrieval vs. Memorization":1,"#Nisha Paliwal, Wilhem Bielert, Michael Proksch":1,"#deComplify":1,"#The frontline environments of war-ravaged and impoverished societies are the next business frontier, offering lucrative rewards to first movers. However, this opportunity is often overlooked by the business community. In Business on the Edge, professors and business consultants Viva Ona Bartkus and Emily S. Block share insights from their years of experience working in frontline environments. Believing it’s the perfect environment for making a profit while also making the world a better place, they offer a proven process for participating in this promising multi-trillion-dollar market.":1,"#Emily S. Block, Viva Ona Bartkus":1,"#Business on the Edge":1,"#In vendor relationships, business-to-business (B2B) customers look for more than products and services. They want partners to help them solve problems creatively to stay ahead of their competitors. In Triple Fit Strategy, Christoph Senn and Mehak Gandhi discuss how B2B companies can grow their customers’ business and orchestrate mutual growth by utilizing the Triple Fit canvas—a framework for creating enduring customer-centric relationships that generate true value.":1,"#Triple Fit Strategy":1,"#Product Hub":1,"#Source: NZ Business":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,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Jeremy Utley":1,"#Before moving forward with an idea, you need to ensure that you're answering the right question. Jeremy Utley highlights the importance of focusing on “should we” rather than “can we.”":1,"#Source: Management Today":1,"#People do their best work when they have the space and safety needed to bring their true identities to work. However, many individuals feel that they must change in order to be valued. Authenticity, Identity, and Being Yourself at Work from Harvard Business Review Press offers 16 articles that challenge everyone to rethink what it means to be yourself on the job.":1,"#Authenticity, Identity, and Being Yourself at Work":1,"#The article emphasizes the importance of language and communication for supervisors and managers in shaping perceptions about their job, company, and leadership. It advises against publicly expressing negative sentiments about the workplace, as this can undermine credibility and loyalty, and foster discontent among employees. The piece also discusses the impact of metaphors in communication, suggesting that supervisors should choose their language carefully to align with the organization's culture and values, opting for unifying vocabulary that promotes teamwork and collaboration. Ultimately, the article advocates for mindful communication as a key component of effective leadership.":1,"#Watch How You Talk About Your Job":1,"#Andrew Harrison":1,"#In AI for Social Good, Rahul Dodhia describes how artificial intelligence (AI) can be used to better society. AI is the newest technology to revolutionize society with the potential to cultivate tremendous positive change. However, this change is only possible if AI developers safeguard their systems against bias, data leaks, and unethical uses. By establishing regulations, mitigating risk, and removing bias from data, AI systems can be used to create a more equitable and safe future for all people.":1,"#AI for Social Good":1,"#Charles Spinosa, Matthew Hancocks, Haridimos Tsoukas":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,"#Great companies don’t just compete; they redefine the game. Peter Fisk explores how businesses can create new markets, transform industries, and innovate beyond their competition.":1,"#How to Change the Game and Reimagine Your Industry":1,"#Artificial intelligence (AI) isn’t a potential disruption to your life, it’s currently transforming businesses, industries, and societies at a historic pace. If you want to succeed in the age of AI, you need to work with it, not against it. In Irreplaceable, AI expert Pascal Bornet describes how to become irreplaceable in an era of increasingly integrated AI. By fostering a symbiosis with AI, developing uniquely human skills, and ethically integrating AI into your business, you can stay ahead of the accelerating technology curve and become irreplaceable.":1,"#Pascal Bornet":1,"#Irreplaceable":1,"#Empathy in leadership is a strength that can be developed with practice. Maria Ross shares actionable ways to build empathy by staying present, listening actively, exploring diverse perspectives, and finding common ground.":1,"#How to Strengthen Your Empathy as a Leader":1,"#Adele Gambardella, Chip Massey":1,"#The article \"Lead through Listening\" discusses the importance of active listening in leadership roles, using a father-son interaction as an example. It emphasizes the value of withholding judgment and allowing individuals to share their thoughts and feelings before responding. The article highlights different communication styles, such as fast-twitch and slow-twitch responders, and provides strategies for effective listening, including using phrases like \"Tell me more\" to prompt further information. The author, David Benzel, draws on his experience in leadership and peak performance to underscore the significance of listening in understanding people and situations.":1,"#Source: Recruiter":1,"#The article emphasizes the importance of adaptability as a critical skill for organizations navigating rapid changes in today's work environment. It discusses how talent development (TD) professionals can support employees and leaders in mastering adaptability through training, assessment tools, and fostering psychological safety. The piece outlines different types of work—evolutionary, revolutionary, and expansionary—and highlights the need for individuals to understand their personal work preferences to effectively manage change. Ultimately, the article advocates for a structured approach to developing adaptability, which can enhance collaboration, innovation, and overall organizational resilience.":1,"#Develop Adaptability for a More Resilient Company":1,"#Listening is one of the most powerful leadership tools, yet it's often overlooked. Paul Barbour offers six practical tips to help you listen more deeply, strengthen relationships, and transform the way you connect with others.":1,"#How to Transform Relationships Through the Power of Listening":1,"#Artificial intelligence (AI) is rapidly gaining traction in businesses across industry sectors. The latest advance in this technology field is generative AI, which represents a giant step forward. As leaders grapple with how to deploy AI effectively, they face decisions with significant consequences. In Human + Machine, Updated and Expanded, Paul R. Daugherty and H. James Wilson offer insights and frameworks to help organizations profit from today’s age of AI.":1,"#Human + Machine, Updated and Expanded":1,"#In The Secrets of AI Value Creation, Michael Proksch, Nisha Paliwal, and Wilhem Bielert describe how to leverage artificial intelligence (AI) to generate sustainable value in current and future business functions. As companies rush to tap into AI’s value potential, it becomes increasingly critical for leaders to strategically align business interests with AI systems. By investing in data management systems, identifying AI-related business opportunities, and aligning stakeholder motivations, companies can position themselves as leaders in the AI era.":1,"#The Secrets of AI Value Creation":1,"#Clear Search":1,"#Nataly Kelly":1,"#Want to show up more powerfully at work and stop second-guessing yourself? This learning path offers expert advice and practical tools to help you speak up, take initiative, and carry yourself with confidence—no matter the situation.":1,"#Building Self-Confidence":1,"#by Paul Barbour":1,"#Clicking this link will redirect to relevant products for the Speaker Paul Barbour.":1,"#Balancing performance and transformation is key to long-term success. Peter Fisk shares strategies for leaders to drive short-term results while simultaneously reinventing their businesses for the future.":1,"#Eugene Ivanov, Andrew Binns":1,"#Dave Molenda":1,"#This video welcomes you to the Cracking Complexity series and learning path, and underscores what’s in it for you.":1,"#Manoel Amorim, Jay B. Barney, Carlos Julio":1,"#Learn how to make sustainable change by embracing struggle as part of growth. Dan Cable shares 2 key strategies to help navigate the discomfort of learning new skills and turning challenges into progress.":1,"#How to Create Sustainable Change":1,"#Most leaders and organizations fail not because they lack intelligence or resources, but because they lack strategic clarity. In Strategic, Rich Horwath provides a framework to help employees at every organizational level think, plan, and act strategically. Through structured methodologies and real-world examples, you’ll learn how to navigate organizational environments, make better decisions, and create sustainable competitive advantage.":1,"#How to Be Both a Performer and a Transformer":1,"#Clicking this link will redirect to relevant products for the Topics Listening.":1,"#This article discusses the importance of listening skills and provides tools to help improve them. It emphasizes that listening is a mental process that requires effort and practice, and that many people have the ability to hear but not to listen successfully. The article suggests that keeping an open mind, avoiding interruptions, asking questions, and repeating back what someone has said are effective strategies for improving listening skills. It also highlights the negative consequences of poor listening, such as employee turnover. The author encourages readers to invest time in practicing their listening skills for more successful communication and relationships.":1,"#Ben Sherry":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,"#Patrick Esposito":1,"#Vern Davenport":1,"#The article shares tips for facilitating effective discovery sessions to help organizations when it comes to digital projects. These include conducting stakeholder interviews, considering options and alternatives to achieve project goals, resource allocation, story mapping as a visualization technique, and estimation for securing budget and resources.":1,"#Tips for Effective Discovery Sessions":1,"#Mike Esterday, Derek Roberts":1,"#Drew Neisser debunks the myth that B2B and B2C marketing are the same, highlighting key differences in target audiences, sales cycles, and decision-making processes. He offers practical guidance for marketers to create strategies suited to each approach.":1,"#Slide 12":1,"#To implement new strategies, a leader must first change their company’s culture. Yet, organizational culture change can be slow, challenging, and risky. In The Secret of Culture Change, Jay B. Barney, Manoel Amorim, and Carlos Júlio teach leaders how to model, inspire, and drive successful culture change by building stories. Drawing on real-world examples from diverse industries, they explain the six attributes of culture-changing stories and how to apply them. Through their advice, a leader will learn to tap their organization’s fullest potential by creating a culture that strongly aligns with its strategy.":1,"#This video covers the pitfalls that can occur when tackling complex challenges and how to troubleshoot them.":1,"#Avoiding the Pitfalls that Can Derail a Group from Successfully Tackling a Top Priority":1},"version":202550}]