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Kosslyn, PhD, </strong>is founding dean of the Minerva Schools at the Keck Graduate Institute (KGI). He was previously director of the Center for Advanced Study in the Behavioral Sciences at Stanford University, where he was also a professor of psychology. Before that, for more than three decades he was on the faculty of Harvard University, where he also served as chair of the Department of Psychology and Dean of Social Sciences; he was also associate psychologist in the Department of Neurology at Massachusetts General Hospital. He is the author or coauthor of 13 books and over 300 scientific papers on topics ranging from the nature of visual mental imagery to the neural foundations of cognition.":1,"#www.simonandschuster.com":1,"#www.topbrainbottombrain.blogspot.com":1,"#In <strong ljsid-1=\"\">Top Brain, Bottom Brain</strong>, Dr. Stephen M. Kosslyn and G. Wayne Miller reveal that thought patterns, personalities, and behaviors are influenced by the top and bottom parts of the brain. This book would be of interest to managers who want to understand how their employees think and act. Each chapter includes examples and case studies, and some include assessments, charts, and figures that clarify portions of the text. Because this book begins with an assessment that helps readers understand their own cognitive modes, Chapter 1 should be read first. After completing this assessment, the rest of the chapters can be read in any order. Notes, a bibliography, and an index are also included.":1,"#Estimated Reading Time: 3-4 hours, 208 pages":1,"#Features Of The Book":1,"#This meta-analysis successfully confirmed the importance of the distinction between the top and bottom brain.":1,"#The task does not require sequencing.":1,"#The task does not require the use of spatial relations.":1,"#The task requires the use of parallel processing.":1,"#The team also found three characteristics of tasks that require bottom-brain involvement:":1,"#The task requires the detection of movement.":1,"#The task requires sequencing.":1,"#The task requires the use of spatial relations.":1,"#The task does not require shapes to be processed.":1,"#In an attempt to characterize the aspects of information processing that occurs in the top and bottom brain, Grégoire Borst, William Thompson, and Stephen M. Kosslyn conducted a meta-analysis that revealed four characteristics related to top-brain involvement:":1,"#In 1982, Mortimer Mishkin and Leslie G. Ungerleider provided new insight into the functions of the top and bottom portions of the brain. They concluded that the processing that occurs in the bottom brain is critical to visual recognition, and the processing that occurs in the top brain enables people to understand spatial relations. Further research supported this concept.":1,"#The Theory of Cognitive Modes is founded on discoveries made by 17th-century scientist Franciscus Sylvius, who found a major anatomical division between the top and bottom parts of the brain. This division has a great significance in cognitive processing that went unrecognized for centuries.":1,"#The Science Of The Duplex Brain":1,"#The broad assertions that were being made about Sperry's research were not scientifically supported. Research has shown that none of these functions exist exclusively in either half of the brain, and no person relies primarily on just one hemisphere of the brain. While each side of the brain is specialized in different ways, both halves are important to logic, intuition, analysis, and creativity. It is more important to understand how parts of the brain interact with one another than how the parts function in isolation.":1,"#Other scientists began to extrapolate Sperry's work. They believed that the left side of the brain controlled a person's mastery of language, analysis, mathematics, logic, and linear thinking, while the right side of the brain controlled a person's ability to be perceptive, creative, emotional, and imaginative. Further discussions began to classify people as either \"left-brained\" or \"right-brained,\" depending on which hemisphere of the brain they used more dominantly.":1,"#Sperry was awarded the Nobel Prize in Physiology or Medicine in 1981. The Nobel Prize jury acknowledged that the left side of the brain was dominant in activities that involved language, arithmetic, and analysis, and the right side was superior in spatial comprehension, among other things.":1,"#In 1962, Sperry and his team conducted a similar test on a human who had severe epilepsy. The procedure had the potential to reduce the patient's suffering and reveal new discoveries in the cognitive functioning abilities of the brain. The procedure was a success, and the patient agreed to weekly sessions to assess his cognitive functioning abilities. Sperry and his team assessed both hemispheres of the patient's brain together and in isolation. They found that each side of the human brain supported distinct cognitive abilities. By 1974, they had tested 15 more people and found similar results.":1,"#In the 1960s, neuroscientist Roger Sperry and his colleagues worked on understanding the right and left hemispheres of the brain. They surgically separated the left and right sides of monkey and cat brains and tested the animals to assess their cognitive functions. This team found that the animals continued to function normally in spite of the separation, but the divided hemispheres each acted as independent mental spheres, as though the animals possessed two brains.":1,"#Sweeping Claims: Left and Right?":1,"#In 1664, Thomas Willis published <em ljsid-1=\"\">Cerebri Anatome</em>, in which he proposed that the different regions of the brain carry out different functions. Eighty years later, his ideas received the support of Emanuel Swedenborg, who published a book that described neurons, or areas of the brain that he thought might control muscle movement, and the role of the frontal lobes in supporting critical cognitive functions. Jiří Procháska later theorized that smaller parts of the brain were responsible for different cognitive functions and that they must act together to achieve complex mental processes. Together, these ideas have formed the basis of modern neuroscience and the contemporary understanding of the different functions of the human brain.":1,"#Many ideas about the brain and its functions have arisen since the earliest practices of neuroscience. There is evidence that neuroscience was used in prehistoric eras when holes were drilled into people's skulls to cure disease, treat trauma, or ward off demons. Later, the ancient Egyptians devised treatments for brain injuries while understanding very little about the importance of the organ. Knowledge of the brain improved throughout the Middle Ages, and many people believed that the brain worked as a single integrated organ.":1,"#The Theory of Cognitive Modes is built on a universally accepted principle: Different regions of the brain execute specialized functions. This concept is broadly accepted today, but the idea is relatively new in the extensive history of neuroscience.":1,"#Roots Of The Theory":1,"#Instead of viewing each part of the brain in isolation, the Theory of Cognitive Modes evaluates how the two parts of the brain interact and work together. This theory is deeply rooted in research and scientific evidence that dates back to the origins of neuroscience.":1,"#There is a prevalent theory on personality that is similar to the Theory of Cognitive Modes because it also focuses on the anatomical division of the brain. However, it compares the left and right parts instead of the top and bottom portions. In this theory, the <em ljsid-1=\"\">left brain</em> is considered to be logical, verbal, and analytical, and the<em ljsid-3=\"\"> right brain</em> is intuitive, perceptive, and creative. Research has shown that neither side of the brain works in isolation to execute these \"left\" and \"right\" functions. Scientific literature has proven through neuroimaging studies that people use both halves of their brains and that no half is dominant for any given person.":1,"#A person's cognitive mode is an aspect of personality that arises from his or her temperament, traits, and habits. While cognitive modes help define people's personalities, they are distinct from the typically measured components of personality, such as openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism.":1,"#An Aspect of Personality":1,"#People who can overcome these barriers are motivated to adopt new cognitive modes, but many people are unwilling to expend such a significant effort for a relatively small reward. Instead, they can benefit from the advantages that other cognitive modes provide by learning to collaborate with those who have different cognitive mindsets.":1,"#Temperament and experience can make adjustments to a person's cognitive mode more difficult. Certain components of temperament, such as degree of emotion, overall activity level, attention span, persistence, reactivity, and patience, can influence how easy it is for a person to stay focused, carry out a detailed plan, or reflect on the outcomes of a plan. Learning that occurs by engaging in experiences may also affect how much a person uses the top and bottom parts of his or her brain.":1,"#People tend to rely on one cognitive mode in most contexts. However, they may adopt new cognitive modes if they are motivated to change and have the right kind of knowledge about how to formulate relevant plans and interpret the events that occur around them.":1,"#Choosing To Change":1,"#People who operate in this mode can be highly intelligent and outstanding team players who excel at carrying out the plans of others. They may thrive at handling their organizations' critical operations; however, they can be easily swayed by events happening around them, which can be detrimental to their personal success.":1,"#People who operate in the Adaptor Mode do not rely heavily on their top or bottom brains. They neither create and execute plans nor take the time to understand the events that happen around them, so they typically make decisions that are based on their immediate circumstances. They tend to be relaxed, easy-going people who do not spend time reflecting on the past or obsessing about the future.":1,"#Adaptor Mode":1,"#People who operate in Stimulator Mode experience several advantages. They can create plans and adhere to them, and they are not typically swayed by events happening around them. They are also frequently consulted for creative input. However, they do not typically evaluate the consequences of their actions, and they can easily offend others or fail to adjust their plans when it is critical to do so.":1,"#People who operate in the Stimulator Mode use the top part of their brains deeply and rely less extensively on the bottom part. They formulate and execute plans but do not always consider the trade-offs or consequences of those plans, and they may fail to make revisions when necessary.":1,"#Stimulator Mode":1,"#There are several advantages to operating in the Perceiver Mode. When a problem is presented, people in this mode are able to step back and ascertain the bigger picture. Others may recognize the wisdom that results from this approach and turn to a person operating in Perceiver Mode for wise advice. People in this mode seek to understand circumstances without feeling pressured to do something with the knowledge that they attain. While they might be passive and frequently lost in their thoughts, they can live in the moment and appreciate the world around them.":1,"#People who operate in the Perceiver Mode deeply utilize the bottom part of their brains and rely less extensively on the top part. In this mode, people are skilled at observing and analyzing their surroundings. They access their top brain to organize the information that their bottom brain collects, but they do not use that information to make complex, detailed plans as a person in Mover Mode might. Instead, they use their observations to develop coherent narratives that help them to make sense of their experiences and formulate wise responses. People in this mode tend to be quiet and avoid publicity or credit for their accomplishments.":1,"#Perceiver Mode":1,"#People in the Mover Mode strive to control their fate and circumstances. They often take on leadership roles when they succeed at operating in a certain mode, but they may fail when they lack relevant experience and are unable to learn along the way. This mode can be exhausting for those who adopt it because it requires people to continuously observe their surroundings, formulate and act on plans, assess their results, and make adjustments.":1,"#People who operate in the Mover Mode rely heavily on both their top and bottom brains. They tend to be independent, self-directed, and confident, and they are most comfortable in positions in which they can plan, act, and view the consequences of their actions. People who operate in Mover Mode are often leaders who know how to read other people and use that insight to create and hone plans.":1,"#Mover Mode":1,"#When people understand their cognitive modes and the modes of those around them, they may work more effectively with their families, friends, and colleagues. People who lack the skills, abilities, or affinity for the work that must be accomplished can focus on what they do well and extend their reach and capabilities by relying on the complementary talents of others. Each of the four modes of cognitive processing can benefit from collaborative thinking to boost their effectiveness.":1,"#Family, Friends, Colleagues":1,"#<em ljsid-0=\"\">Adaptor Mode</em>. When people think in Adaptor Mode, they do not deeply utilize the top or bottom brain. These people do not initiate plans or classify their experiences. They are action-oriented and responsive to what is happening around them.":1,"#<em ljsid-0=\"\">Stimulator Mode</em>. When people think in Stimulator Mode, they deeply utilize the top brain but not the bottom. These people are often creative and original, but their actions can be disruptive, and they may fail to adjust their behaviors when needed.":1,"#<em ljsid-0=\"\">Perceiver Mode</em>. When people think in Perceiver Mode, they deeply utilize the bottom brain but not the top. People in this mode rarely implement detailed or complex plans. Instead, they try to make sense of their perceptions, interpret their experiences, put experiences into context, and understand the implications":1,"#<em ljsid-0=\"\">Mover Mode</em>. When people think in Mover Mode, they deeply utilize the top and bottom portions of their brains. They use the top brain to formulate and act on plans and the bottom brain to register consequences and make adjustments to their plans. People in this mode are most comfortable when they can plan, act, and gauge consequences.":1,"#Dr. Stephen M. Kosslyn and William L. Thompson developed a 20-question assessment that can help people determine which parts of their brains they utilize more deeply. The results classify default modes of cognitive processing into one of four distinct categories:":1,"#Everyone uses both parts of their brains, but people rely on the top and bottom parts to varying degrees. For example, some use both parts extensively, some rely more heavily on either the top or bottom portion, and some do not rely deeply on either part. The degree to which people use the different parts of their brains can profoundly affect their thoughts, feelings, and behaviors.":1,"#The <em ljsid-1=\"\">Theory of Cognitive Modes </em>categorizes the ways of thinking that people use as they approach the world and interact with others. According to this theory, the brain is anatomically divided into two parts: the <em ljsid-3=\"\">top brain </em>that creates and enacts plans, and the <em ljsid-5=\"\">bottom brain</em> that classifies and interprets information. While these two parts have distinct functions, they work together as a single system and constantly interact with each other.":1,"#What Your Brain Says About You":1,"#<em ljsid-0=\"\">Adaptor Mode</em>. People who operate in Adaptor Mode do not deeply utilize the top or bottom parts of their brains. People in this mode typically do not initiate plans or classify their experiences. Instead, they are action-oriented and responsive to what is happening around them.":1,"#<em ljsid-0=\"\">Stimulator Mode</em>. People who operate in Stimulator Mode deeply utilize the top brain but not the bottom. People in this mode are often creative and original, but their actions can be disruptive, and they may fail to adjust their behaviors when needed.":1,"#<em ljsid-0=\"\">Perceiver Mode</em>. People who operate in Perceiver Mode deeply utilize the bottom brain but not the top. People in this mode rarely implement detailed or complex plans but instead try to make sense of their perceptions, interpret their experiences, put experiences into context, and understand the implications.":1,"#<em ljsid-0=\"\">Mover Mode</em>. People who operate in Mover Mode deeply utilize both the top and bottom portions of their brains. They use the top brain to formulate and act on plans and the bottom brain to register consequences and make appropriate adjustments.":1,"#In <strong ljsid-1=\"\">Top Brain, Bottom Brain</strong>, Dr. Stephen M. Kosslyn and G. Wayne Miller offer a new, research-driven alternative to the outdated left-brain/right-brain theory of cognitive processing. The authors demonstrate that human thought patterns, personalities, and behaviors are influenced by the ways in which a person accesses the top and bottom parts of the brain. While everyone utilizes both parts of their brains, some people rely more heavily on the top part, which helps them to formulate and execute plans. Others rely more on the bottom part, which helps them to classify and interpret information. Some people use both the top and bottom parts extensively, and others do not rely heavily on either part. These four approaches represent four distinct cognitive modes of thinking that influence how people approach the world, manage difficult situations, and develop their relationships with others.":1,"#Adapted by permission of Simon & Schuster, Inc.":1,"#©2013, 2015 by Stephen M Kosslyn":1,"#Harnessing the Power of the Four Cognitive Modes, Second Edition":1,"#Clicking this link will redirect to relevant products for the Authors Stephen M. Kosslyn.":1,"#Clicking this link will redirect to relevant products for the Authors G. Wayne Miller.":1,"#In Fail Fast or Win Big, Bernhard Schroeder provides readers with a detailed approach for succeeding in today’s changing business world. Schroeder reviews the components of traditional business plans, outlines comprehensive reasons for why they are outdated, and presents his new LeanModel Framework for failing fast and winning big.":1,"#Companies use established business models because they’ve been proven, and it’s easier and faster than inventing a new model. However, these models often don’t achieve the desired outcomes, and as a result, leaders simply apply the models more rigorously—only to get the same subpar results. In A New Way to Think, Roger L. Martin compares each of the 14 traditional models to an alternative model and demonstrates how rethinking business models can improve the likelihood of attaining the results you want.":1,"#Roger L. Martin":1,"#A New Way to Think":1,"#39 Results found for <span ljsid-1=\"\">\"schnelles denken, langsames denken\"</span>":1,"#While true greatness was mainly associated with intelligence in the past, it’s become more clear over the years that both personal and professional greatness also relies on intuition. Unfortunately, many people haven’t fully tapped their true intuitive faculties. In Radical Intuition, Kim Chestney offers a framework, tools, and exercises that you can use to support your own intuitive discovery journey.":1,"#Kim Chestney":1,"#Radical Intuition":1,"#The fact-oriented thinking that dominated the business world in the past is no longer sufficient to drive business and personal success. To live more fulfilling and productive lives, individuals must develop their inherent, right-brain, intuitive thinking abilities, and apply intuition to all kinds of decision making. In Put Your Intuition to Work, Lynn A. Robinson provides information and techniques that can help individuals more fully develop and leverage their intuition to make better decisions, solve problems more effectively, and design the lives they want to lead.":1,"#Lynn A. Robinson":1,"#Put Your Intuition to Work":1,"#In Perceptual Intelligence, Brian Boxer Wachler, MD examines how humans perceive what they experience through their senses and the ways that the brain can be tricked into believing an illusion over reality. In addition to what you see, hear, or feel, perception can be influenced by a host of factors, including emotions, memories, and even lack of sleep. Misinterpreting an experience because of poor perceptual intelligence can lead to incorrect decisions. However, it is possible to improve perceptual intelligence, and becoming aware of the factors that affect perception is the best way to begin that process.":1,"#Perceptual Intelligence":1,"#In Not Doing, Diana Renner and Steven D’Souza expose the myth that busyness equals hard work. The endless, frantic activity you may experience as you try to prove yourself at work is self-destructive. It can leave you feeling too rushed to truly delve into issues and find creative solutions. Not Doing examines the emptiness of displacement activity—the small tasks you do so you can feel that you’re accomplishing something, show that you’re busy and, therefore, worthy. But it’s actually in not doing that you truly achieve greatness. Not doing encompasses reflection, mindfulness, presence, and allowing your mind to work to its true potential.":1,"#Not Doing":1,"#Karl Albrecht":1,"#Practical Intelligence":1,"#20 Results found for <span ljsid-1=\"\">\"schnelles denken, langsames denken\"</span>":1,"#flat-fluid-and-fast":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Brynne Kennedy</strong></a> is the founder of Topia, a talent mobility software company that specializes in developing tools to help companies compete in today’s changing economy. She also founded Mobility4All, a charity that supports political and environmental refugees. After leaving Topia, Kennedy launched a political career in the state of California.":1,"#<em ljsid-0=\"\">Set F3 values.</em> The CTMO must work with leaders to determine what F3 values to embed into the company’s DNA.":1,"#<em ljsid-0=\"\">Create a comprehensive information hub.</em> The CTMO must create an online resource that provides details and status updates on the transformation.":1,"#<em ljsid-0=\"\">Identify stakeholders.</em> The CTMO must win support for the transformation from key company leaders.":1,"#<em ljsid-0=\"\">Start with a pilot population.</em> The CTMO must roll out changes with a small test group in order to gather feedback and iterate as necessary.":1,"#<em ljsid-0=\"\">Organize a global kickoff event.</em> To introduce everyone to the transformation initiative and team, the CTMO must invite everyone to a virtual kickoff meeting.":1,"#<em ljsid-0=\"\">Set critical context.</em> The CTMO must help everyone understand the reasons, goals, and benefits of undergoing a F3 transformation. To accomplish this, he or she must design and lead a comprehensive education program on the topic.":1,"#<em ljsid-0=\"\">Create a transformation team.</em> Composed of employees from different departments, this team must produce a change management roadmap that establishes the transformation’s key activities, players, and milestones.":1,"#To facilitate your company’s transformation into becoming flat, fluid, and fast, the CTMO must:":1,"#Transforming, Launching, and Incentivizing Flat, Fluid, and Fast Work":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Learning. </em>Set up efficient learning processes and protocols so that workers can quickly fill any gaps in their skill repertoires before tackling jobs.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Moving. </em>Create a <em ljsid-4=\"\">global mobility management</em> (GMM) system. This system should identify when workers might need help with complex global events, taxes, immigration issues, or moves. It must also automate talent mobility planning, budgeting, and approval processes. Furthermore, the GMM system must be able to run different team configurations so that the CTMO can make real-time decisions on how to fill jobs quickly.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Matching. </em>Create an internal talent marketplace that matches open jobs with available workers who have the right skills.":1,"#To facilitate its mobile workforce’s productivity, your company must establish three types of systems:":1,"#Transforming Systems and Operations for Talent Mobility":1,"#<em ljsid-0=\"\">Freelance benefits and protections.</em> Provide those hired on a freelance basis with optional healthcare and retirement programs, as well as traditional employment protections like discrimination, sexual harassment, and workers’ compensation.":1,"#<em ljsid-0=\"\">Wellness programs.</em> In addition to insurance, ensure there’s emergency healthcare plans for those traveling and living abroad, as well as wellness programs to help employees cope with the constant connectivity of greater global and virtual work.":1,"#<em ljsid-0=\"\">Paid family leave.</em> Workers must be permitted to take maternity and paternity leave. Furthermore, they must get time off for family illnesses and bereavement.":1,"#<em ljsid-0=\"\">Retirement plans.</em> Ensure that workers have different options and opportunities to save for retirement.":1,"#<em ljsid-0=\"\">Floating vacation models.</em> Allow workers to take days off whenever they want as long as they get their work done.":1,"#<em ljsid-0=\"\">Evolved compensation models.</em> Don’t offer set annual bonuses. Instead, utilize a variable compensation model by linking workers’ payments to their performances.":1,"#To support a mobile workforce comprising FTEs, freelancers, contractors, and gig economy workers, your company must provide:":1,"#Transforming Compensation and Benefits for Talent Mobility":1,"#<em ljsid-0=\"\">Have clear meeting etiquette.</em> To facilitate efficiency and productivity, develop a step-by-step protocol for how video conferencing meetings should be orchestrated.":1,"#<em ljsid-0=\"\">Standardize technologies.</em> Ensure that team members all use the same communication and work systems, like Slack or Google Docs.":1,"#<em ljsid-0=\"\">Ensure that team members’ working hours overlap.</em> Set a minimum number of hours that team members’ work schedules must overlap, no matter what time zones they live in.":1,"#<em ljsid-0=\"\">Organize in-person time.</em> Establish clear rules for when and how often teams meet face-to-face. This may be in-person or through video conferencing technology.":1,"#To ensure your workers’ remote locations don’t interfere with their teams’ workflow productivity, your company must:":1,"#<em ljsid-0=\"\">Offer support based on a points system.</em> Instead of a specific set of benefits, F3 companies offer employees a designated amount of financial support and allow them to decide how to use it. For example, some employees may request that the support go toward gas money, while others might use it for relocation costs.":1,"#<em ljsid-0=\"\">Review the details.</em> F3 companies evaluate the distance the employee must travel and the size of his or her family. Additionally, they consider if the move was at the company’s request or the employee’s.":1,"#<em ljsid-0=\"\">Consider the type of geographic movement.</em> The more complex the move, the more support the employee needs. Types of geographic moves include expatriate assignments, permanent relocations, short-term project moves, long-distance commuting, extended travel, and training programs.":1,"#F3 companies don’t force employees to remain in one role or location forever. They facilitate talent mobility by creating an internal jobs market and encouraging employees to apply for the opportunities that best match their skills. Furthermore, they offer assistance and benefits to employees who want to relocate or work remotely. To determine how much support to offer in such situations, F3 companies:":1,"#Creating Policies to Manage Talent Mobility":1,"#Section 3: Operating a Flat, Fluid, and Fast Company":1,"#To support its employees’ movement through nonlinear career paths, your company must replace annual reviews with continuous, dynamic feedback. This requires managers to set clear goals in an <em ljsid-1=\"\">objectives and key results</em> (OKR) framework for every project that they oversee. By monitoring the progress of OKRs, managers can assess each team member’s contribution and offer advice on how to improve. At the end of the year, managers must create a composite summary of each worker’s strengths and weaknesses. This information allows the CTMO to effectively place the worker in his or her next job.":1,"#The traditional career trajectory can be described as a corporate ladder. Employees who climb the ladder begin in an entry-level position at a company, transition to a mid-level position, and then ascend to a senior position before retiring. In recent years, this linear professional path has been replaced with a more fluid one as people zigzag across different jobs, companies, and sectors throughout their careers. Consequently, traditional résumés are no longer effective hiring tools. As such, your company must develop a new system to categorize and assess potential hires’ experience and skills.":1,"#Redefining Career Paths for the Talent Mobility Era":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Coach. </em>They provide workers with feedback (often gathered from multiple project leaders) and help them develop their skills.":1,"#<em ljsid-0=\"\">Project leaders.</em> They’re responsible for staffing cross-functional teams with the right workers and leading projects to completion. Furthermore, they set project goals and monitor everyone’s progress.":1,"#<em ljsid-0=\"\">F3 managers.</em> Where traditional managers are all about hierarchical power and authority, F3 managers have a meritocratic view of leadership. Consequently, they value communication, clarity, and transparency. In an F3 world, workers will have two separate types of managers:":1,"#<em ljsid-0=\"\">Cross-functional teams.</em> These teams should be staffed by a mix of FTEs, freelancers, contractors, and gig workers. They can be located anywhere in the world. Each team member should have unique skills that are relevant to the project and can be augmented by technology. Once a job is successfully completed, the teams disband.":1,"#To tackle jobs effectively, your company must utilize:":1,"#Evolving Teams and Managers for Dynamic Jobs":1,"#<em ljsid-0=\"\">Organize for frequent employee movement.</em> The CTMO must use appropriate technologies to create systems to manage remote workers and attend to their needs.":1,"#<em ljsid-0=\"\">Dynamically match and recommend workers for jobs.</em> The CTMO must combine the jobs graph with the skills graph in order to match the right workers with the right jobs.":1,"#<em ljsid-0=\"\">Categorize workers.</em> The CTMO must create a <em ljsid-2=\"\">skills graph</em> that lists each worker’s unique competencies, background, and preferences, and include all employment types.":1,"#<em ljsid-0=\"\">Employ a diverse workforce.</em> The CTMO must hire and manage four types of workers, including FTEs, contractors, freelancers, and gig workers. The CTMO should manage them as one workforce.":1,"#<em ljsid-0=\"\">Design work around jobs— not roles.</em> A <em ljsid-2=\"\">role</em> is a traditional, full-time position at a company with set responsibilities. A <em ljsid-4=\"\">job</em> is a unit of work or project that’s completed over a specific period of time. Instead of assigning work to specific roles, the CTMO must create a <em ljsid-6=\"\">jobs graph</em>. This requires him or her to deconstruct the work into dynamic projects with clearly defined goals.":1,"#To develop an agile employment model, your CTMO must adhere to the following five principles:":1,"#Rearchitecting Roles to Be Dynamic Jobs":1,"#Section 2: Redesigning Work to Be Flat, Fluid, and Fast":1,"#<em ljsid-0=\"\">Find a balance. </em>Use technology to work with remote employees, but also arrange for some face-to-face time. This may include an annual, in-person company gathering.":1,"#<em ljsid-0=\"\">Adopt flexible work arrangements.</em> Allow employees to work from home or anywhere else that’s convenient for them. Always hire the best people—no matter where they’re located.":1,"#<em ljsid-0=\"\">Set up company offices in urban locations.</em> Select cities that workers can easily commute to that also provide inspiring, dynamic environments.":1,"#<em ljsid-0=\"\">Redesign your company’s physical spaces to inspire collaboration and connection.</em> Swap out cubicles and closed conference rooms for open-plan spaces that encourage employees to informally collaborate. This will increase productivity and innovation.":1,"#To succeed in the talent mobility revolution, your company must understand that employees no longer want to work from 9 to 5 in the same sterile office throughout their careers. To successfully engage these individuals, you must:":1,"#Redesigning Your Offices for New Ways of Work":1,"#The talent mobility department is essential to an F3 company. To operate successfully, this department must be run by a <em ljsid-1=\"\">chief talent mobility officer</em> (CTMO). The CTMO is responsible for hiring and managing a company’s disparate workforce. An effective CTMO has a strong business background, acts as a partner to the CEO, and dynamically responds to workforce disruptions and opportunities.":1,"#The movement of workers across geographies, jobs, location, and employment types is known as the <em ljsid-1=\"\">talent mobility revolution</em>. To succeed amid this revolution, your company must reorganize itself so that it becomes <em ljsid-3=\"\">flat, fluid</em>, and <em ljsid-5=\"\">fast</em> (F3). F3 companies succeed by deconstructing traditional hierarchical power structures, allowing employees to work in different roles, and making agility their core business strategy.":1,"#Restructuring Your Organization for Talent Mobility":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Employment. </em>The talent mobility department must manage all types of workers as “one workforce,” including full-time employees (FTEs), contractors, freelancers, and gig economy workers.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Location. </em>The talent mobility department must empower employees to work from home or other remote locations by handling the logistics, technology, and costs.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Jobs. </em>The talent mobility department must help employees transition to new jobs when their existing jobs become obsolete or there’s an unfulfilled company need.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Geographic. </em>The talent mobility department must orchestrate everything from employee relocations to expatriate assignments, long-distance commuting, business travel, training programs, and short-term projects.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Geographic. </em>The talent mobility department must orchestrate everything from employee relocations to expatriate assignments, long-distance commuting, business travel, training...":1,"#Thanks to new technological and social forces, your company’s workforce is changing. Instead of working from the same offices in the same roles for their entire careers, employees are opting to freelance, work remotely, and change jobs frequently. To succeed in this new landscape, your company must transform its HR department into a <em ljsid-1=\"\">talent mobility department</em> that facilitates employee movement in the following four areas:":1,"#Rethinking Your Definition of Talent Mobility":1,"#Section 1: Setting Up a Flat, Fluid, and Fast Company":1,"#<em ljsid-0=\"\">Establish an internal jobs marketplace.</em> The CTMO must create a directory that lists both available jobs and available workers and their skills. The purpose of this tool is to cross-reference jobs’ needs with workers’ skills so that the CTMO can hire the right people for projects.":1,"#<em ljsid-0=\"\">Create jobs—not roles.</em> Break work down into smaller jobs or projects. Create temporary, cross-functional teams of workers with relevant skills to tackle each job.":1,"#<em ljsid-0=\"\">Leverage the modern workforce.</em> In order for your company to become agile and have the skills it needs, it should hire a mix of full-time employees, contractors, and freelancer workers to fulfill its different needs.":1,"#<em ljsid-0=\"\">Hire a chief talent mobility officer (CTMO).</em> Appoint a leader to oversee and manage your employees’ movement across different geographies, jobs, and locations.":1,"#Employees today demand the freedom to work from anywhere and to work across different jobs. Your company must therefore embrace employee mobility and become <em ljsid-1=\"\">fast, fluid</em>, and <em ljsid-3=\"\">fast</em>. To do this, take the following steps:":1,"#Today’s workforce is rapidly changing. Automation and artificial intelligence (AI) are making many jobs obsolete. Employees want more flexibility in where and how they work. To survive, companies must transform the ways that they hire talent, facilitate teamwork, and assign projects. In <strong ljsid-1=\"\">Flat, Fluid</strong><strong ljsid-2=\"\"><em ljsid-2-0=\"\">, and </em></strong><strong ljsid-3=\"\">Fast</strong>, Brynne Kennedy provides a guide to creating such changes. By embracing workers’ increasing desire for mobility, companies can become more agile and gain a competitive advantage.":1,"#ISBN: 978-1-260-45727-8":1,"#©2019 by McGraw-Hill Education LLC":1,"#by Brynne Kennedy":1,"#Harness the Talent Mobility Revolution to Drive Employee Engagement, Accelerate Innovation, and Unleash Growth":1,"#Clicking this link will redirect to relevant products for the Author Brynne Kennedy.":1,"#1 Result found for \"schnelles denken, langsames denken\"":1,"#1 Result found for <span ljsid-1=\"\">\"schnelles denken, langsames denken\"</span>":1,"#242 Results found for <span ljsid-1=\"\">\"schnelles denken, langsames denken\"</span>":1,"#Systematic Thinking or a Quick Fix":1,"#400 Results found for <span ljsid-1=\"\">\"schnelles denken, langsames denken\"</span>":1,"#In Confessions of a Corporate Trainer, Jonathan Halls provides tips and techniques to help trainers do their jobs more effectively. Whether you’re a freelancer or work for a corporation or training company, you need to focus on ensuring that your workshop participants can practice what they’re learning so they can become better at their jobs. Your training should be less about giving a polished presentation and more about understanding the business goals behind the sessions and responding to the needs of the learners.":1,"#Confessions of a Corporate Trainer":1,"#Cash flow is critical to a business but does not necessarily measure operating results. Income statements match the effort and accomplishment that result from operations. Balance sheets are a list of a company’s assets and how they are funded. Pro forma income statements and balance sheets, as well as cash flow statements, can be used to estimate a company’s financial position after implementing expansion. A company’s cash position has many different components: it’s ability to meet short-term cash needs (solvency), its financial flexibility (capital structure), and its annual cash flow (statement of cash flows).":1,"#The Portable MBA in Finance and Accounting":1,"#99 Results found for <span ljsid-1=\"\">\"auditoria \"</span>":1,"#Every leader wants his or her team members to be accountable. Michael Caito presents 3 coaching steps you can implement to ensure accountability on your team.":1,"#Coaching your People to Be More Accountable":1,"#A unique combination of science and art, old-school salesmanship and revolutionary creativity, marketing is a vitally important but mysterious part of everyday business that captivates customers and deeply frustrates C-level associates the world over. In their book The Marketing Accountability Imperative, authors Michael E. Dunn and Chris Halsall examine the complexities of this common corporate function and its changing face in our ever technology-obsessed, fragmented buying world with a focus on what is perhaps marketing's most persistent downfall-its lack of accountability to real fiscal results.":1,"#Michael E. Dunn, Chris Halsall":1,"#The Marketing Accountability Imperative":1,"#Before a company has customers with which to build relationships, it must find an audience to speak to about its products and services. Everyone is a consumer in some capacity, and no one is fully owned by any brand. Companies need to earn the loyalty of customers and work to keep it. In Audience, Jeffrey K. Rohrs shows that businesses that do not seek to increase their own proprietary audiences will fall behind their competitors. These companies must make audience development a priority.":1,"#Jeffrey K. Rohrs":1,"#178 Results found for <span ljsid-1=\"\">\"auditoria \"</span>":1,"#No Results found for <span ljsid-1=\"\">\"auditoria gubernamental\"</span>":1,"#Amy Kates":1,"#Managers everywhere are faced with leading employees with a wide range of personalities and skills, and they frequently have to deal with incompetent employees. In Managing Incompetence, Gabriel Ginebra describes incompetent employees as people who can learn and improve. He encourages managers to take responsibility for improving their employees and, in addition, recognizing their own faults and improving their performance at the same time. Using the Fougi Model, managers can better understand their employees’ inefficiencies and learn how to improve their performance.":1,"#Managing Incompetence":1,"#Project failures are a common occurrence regardless of a project’s size. From a botched residential kitchen remodel to HealthCare.gov’s disastrous rollout, even seasoned project managers may fall victim to delays, budget overruns, unassessed risks, and quality and performance issues. In Performance-Based Project Management, Glen B. Alleman attributes project failure to not knowing what “done” looks like. As a result, he shows project managers how to lay a foundation that identifies the business capabilities that must be produced and the mission needs that have to be accomplished to reach a state of “done.” Alleman introduces principles, practices, and governing processes—and provides examples—to explain and illustrate his concepts and help readers improve their project completion success rates.":1,"#Performance-Based Project Management":1,"#Phil Mennie":1,"#The key to holding people accountable is for them to hold themselves accountable. By following Dr. Betty Uribe's simple steps, you will be able to hold your people accountable without having to micromanage them.":1,"#Keys to Holding Others Accountable":1,"#Almost every leader Peter Fuda meets want to raise accountability in their organizations. By following his 3 methods, you can raise accountability among team members to achieve improved results.":1,"#Raise Accountability to Boost Results":1,"#Accountability is one of the best written management books that advocate freedom and responsibility without control in managing business organizations that achieves sustainable results in sales growth and overall bottom line performance for many industries. This advocacy professes the belief in granting individuals in a business organization the right and the freedom to make choices that allows people to be personally responsible in their jobs when they are allowed to design and own their jobs, and to create their systems. And for leaders to have faith in their people by believing that everyone wants to be great and that they be trusted to do great things. Control based thinking asserts that controls establish accountability while freedom based thinking says that control stifles accountability and leads to cheating, shortcuts, and passive aggressive behavior to achieve results that in turn defeats accountability. Whereas freedom based environment leads to more productive results in business enterprises since it offers \"intrinsic\" rewards that sustains accountability at all levels while control based environment offers \"extrinsic\" rewards that are themselves subtler forms of control to achieve results.":1,"#In Engaging Government Employees, Robert J. Lavigna argues that getting public sector employees to engage fully with their work can transform organizations and enact important change. Believing that organizations where employees are engaged are more successful than organizations where employee engagement is low, Lavigna presents a compelling argument for actively tracking and improving engagement in an organization. The core of Lavigna’s book centers around his five-step plan to measure and improve employee engagement, though he admits there is no “one-size-fits-all” approach to boosting engagement.":1,"#Robert J. Lavigna":1,"#Engaging Government Employees":1,"#180 Results found for <span ljsid-1=\"\">\"auditoria gubernamental\"</span>":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Alexander Zimmermann, Günter Müller-Stewens, Carsten Linz":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Robert Kyncl, Maany Peyvan":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Eddie Yoon":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Alan Austin-Smith":1,"#Company leaders tend to think about a business model as something that is decided at the firm’s inception and then subsequently only fine-tuned. With more nimble start-ups directly competing and business environments changing rapidly, established organizations can no longer afford to think about business models as one-off strategic choices. In Radical Business Model Transformation, Carsten Linz, Günter Müller-Stewens, and Alexander Zimmermann guide leaders of established organizations through the process of innovating via business model transformation and convey the urgency of doing so.":1,"#Alexander Zimmermann, Günter Müller-Stewens, Carsten Linz":1,"#Radical Business Model Transformation":1,"#The earth today suffers from many problems ranging from climate change, insufficient food, dwindling energy resources, biodiversity, and poverty. Although the vast majority of human action is based on competition, many of the challenges faced by society could be solved through cooperation. In Co-opportunity, John Grant describes different cooperative solutions to sustainability problems. He focuses on five “bottlenecks” to sustainability, including representative democracy, how people define the “good life,” the relationship between buyers and sellers, the current free market model, and using return on investment as a measure of productivity. Through case studies of different people and organizations, Grant illustrates how social innovators can implement cooperative solutions.":1,"#Co-Opportunity":1,"#In today’s highly fragmented consumer landscape, many companies struggle to sell more products and services to customers. Yet, expanding markets and selling more products profitably are keys to business success. In Superconsumers, Eddie Yoon discusses how industry leaders in different sectors have achieved competitive advantage by identifying passionate and engaged customers. He offers actionable advice to companies that want to leverage the power of superconsumers in their marketing and business strategies.":1,"#Superconsumers":1,"#In Fantastic, author Alan Austin-Smith attempts to answer the age old question of why some people are consistently more successful than others. Having studied many successful people, Austin-Smith presents the Fantastic Theory, a presentation of the seven characteristics that all fantastic people have. In order to be fantastic, people must stand out above the rest who are merely good enough by adopting the seven characteristics. These characteristics are known as “the other stuff” and are the secret of successful people. Austin-Smith stresses throughout the book that simply reading and learning is not enough; people must take action in order to move in the direction of their dreams. Being good is not enough; to be successful people must strive to be fantastic at what they do.":1,"#Fantastic":1,"#In their day-to-day roles, managers are often tasked with solving practical problems, evaluating internal processes, drafting new budgets, and overcoming obstacles. These challenges can be daunting to both new and experienced managers alike, but those who master a distinct set of personal and professional skills are equipped to reach their full potential. The Harvard Business Review Manager’s Handbook provides a step-by-step guide to developing 17 of these critical skills. By following this instructive guide, managers can learn to excel at managing the performances of their employees, team, and business.":1,"#In an age of endless access to data and information, making choices, both complex and simple, has become more difficult than ever. More often than not, the amount of data associated with making a decision can cause a person to feel paralyzed rather than empowered. In What’s Your Future Worth?, Peter Neuwirth offers a systematic way to make choices without becoming paralyzed by an onslaught of information. Using Present Value—the value of something today that might also occur in the future—Neuwirth explores a five-step process to making better overall decisions in everyday life.":1,"#What's Your Future Worth?":1,"#Many professionals today are opting to work remotely either part- or full-time. Although the decision to work outside of a traditional office setting often provides professionals with more freedom and flexibility, it can also make collaborating with colleagues difficult. The Harvard Business School Publishing title 20 Minute Manager: Virtual Collaboration provides straightforward solutions to the many logistical, interpersonal, and technical challenges that virtual collaborators encounter. Highlighting the importance of clear communication and careful planning, the book demonstrates that productive virtual collaboration can be possible from any location.":1,"#20 Minute Manager: Virtual Collaboration":1,"#The toughest decision a person will ever make is determining his or her ultimate purpose in life. Most people let life make this critical decision for them instead of making their own choices. The result is that they end up focusing on short-term objectives and frittering their lives away on endless streams of small, meaningless decisions that have no real impact. Black Hole Focus explains how people can avoid this hollow fate, decide on a purpose, and align their lives around a chosen path.":1,"#Isaiah PhD Hankel":1,"#Black Hole Focus":1,"#Although he wasn’t a physicist or a mathematician himself, Abraham Flexner was responsible for some of the biggest scientific breakthroughs of the 20th century. As the director of the Institute for Advanced Studios (IAS) at Princeton University, Flexner led a group of geniuses whose work would change the world forever. In Einstein’s Boss, Robert and Christopher Hromas outline the 10 rules of Flexner’s leadership. By adhering to these rules, managers can help their own teams of geniuses produce groundbreaking discoveries and innovations.":1,"#382 Results found for <span ljsid-1=\"\">\"University Physics\"</span>":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Lisa Bodell explains how to use AI to stress test decisions before you commit to them. By exploring best-case, worst-case, and wildcard scenarios, you can uncover hidden risks, spot resilient strategies, and make choices with greater confidence in an uncertain future.":1,"#How to Use AI to Stress Test Decisions Before You Commit":1,"#The article focuses on the strategic pivot undertaken by the founder of the fashion brand Tibi to save the company from declining sales and a stagnant brand identity. Initially known for brightly printed dresses, Tibi faced a disconnect with evolving customer tastes and industry feedback that limited innovation. Rejecting conventional advice to refine existing prints, the founder launched a secondary label, 4.Collective, to generate cash flow while repositioning Tibi toward a minimalist, classic aesthetic aligned with the founder’s personal vision. This approach, supported by direct engagement with customers via social media during the pandemic, allowed Tibi to regain creative clarity and financial stability without outside investment.":1,"#When Trends Turn Against You":1,"#Key Concepts":1,"#Lead artificial intelligence (AI) with clarity and confidence. In AI Strategy, world-renowned thought leader Bernard Marr explores a range of successful organizational AI implementation initiatives through crafting and executing a business-focused AI roadmap. Whether you’re just starting or scaling, you’ll learn to align AI adoption with strategy, identify use cases, manage data, and build scalable infrastructure while prioritizing ethics, talent, risk, and change management. Today, your organization must be an AI organization.":1,"#AI Strategy":1,"#The Harvard Business Review Manager's Handbook":1,"#Sound can deliver functional cues and create emotional connections, but most marketers haven’t discovered how to integrate distinctive sounds successfully into their marketing strategies. In Audio Branding, award-winning marketing strategist Laurence Minsky and branding expert Colleen Fahey explain how you can increase customer loyalty by integrating sound into your brand.":1,"#As a sales professional, you likely wonder how you can stand out, connect with buyers, convert more leads into sales, and make sales without lowering your prices. Because the traditional selling imperatives and common-sense practices of the past are no longer effective, you want to know what you should do differently. In Uncommon Sense, Jill Harrington reveals why the old ways of thinking no longer work, and why some of the traditionally used approaches no longer make sense. Her strategies, frameworks, and expert advice will help you to work smarter to boost your sales, overcome your most frustrating sales challenges, and attain career-boosting results.":1,"#Uncommon Sense":1,"#Phil Higson and Anthony Sturgess believe that what is known about good leadership is not commonly practiced. They have written Uncommon Leadership to help bring effective leadership practices out of the shadows. Their five-part model helps leaders identify solutions, change their companies’ cultures, focus on customer service, serve employees, and share power.":1,"#Uncommon Leadership":1,"#In Unequaled, popular speaker and investment banker James A. Runde explains what it takes to develop a successful and fulfilling career. This unconventional guide to getting ahead will teach you how to use interpersonal skills to distinguish yourself at the beginning of your career, build trust with clients in the second phase of your career, and lead successful teams in the final stage of your career.":1,"#Unequaled":1,"#Information about the authors and subject:":1,"#Decisions made in boardrooms have broad consequences for management, investors, employees, and other stakeholders who rely on the directors to be efficient, responsible stewards of the organization. In Boards That Excel, B. Joseph White shares insights into how directors can provide the best governance for the corporations, private companies, or nonprofit agencies they serve. White uses information from both personal experience and scholarly research in outlining how boards can provide great governance.":1,"#Fail Fast or Win Big":1,"#Accountability must flow throughout an organization for it to run smoothly. Saar Gillai presents a simple, 3-part strategy for driving team accountability.":1,"#Driving Team Accountability: The Good, Bad, and Ugly":1,"#Audience":1,"#In your search for market insights and strategic direction, your customers are your most valuable resource. Learning to listen—with an open mind, thoughtful questions, and strategic use of data—will illuminate what customers need from you right now and in the future. In Listen Up!, Karen Mangia offers pointers for becoming a better listener and finding opportunities to act on what you’ve learned. For professionals from the front lines to the C-suite, her analysis captures the importance of hearing from the customer firsthand.":1,"#Listen Up!":1,"#nudge2":1},"version":204104}]