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In Mindfulness Without the Bells and Beads, Clif Smith advocates developing mindfulness as a method of improving mental resilience and personal excellence, including the ability to keep attention on your present and work through automatic reactions. Through an eight-week course of mediation and exercises, Smith lays out a guide to take your performance and leadership to the next level.":1,"#Mindfulness without the Bells and Beads":1,"#So one of the things I think people find really disconcerting about high uncertainty situations, when things are changing all around you and you can't really count on this is the facts, is that instead of making decisions with the amount of information that you'd like to have, you need to be making decisions with still a fair amount of uncertainty there.":1,"#by Rita McGrath":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Rita McGrath</a></strong> is a globally recognized expert on strategy and innovation and a professor at Columbia Business School. Ranked among the top management thinkers in the world by Thinkers50, she is known for her work on strategic inflection points and helping organizations anticipate change. A bestselling author of <em ljsid-2=\"\">The End of Competitive Advantage</em> and <em ljsid-4=\"\">Seeing Around Corners</em>, McGrath advises senior leaders at leading companies and hosts the <em ljsid-6=\"\">Thought Sparks</em> podcast, where she explores new ideas shaping the future of business.":1,"#And in fact, Colin Powell years ago said about 70% is about right. If you have more than that, you've probably waited too long. And if you have less than that, maybe you're being irrespective.":1,"#So what I think you want to do is take this big thing that you're thinking of and break it down into manageable pieces and then plan to learn what's what at each piece.":1,"#So, for example, in the early days of movies, right, people didn't know what a movie was. So what they did was they filmed plays with actors, and the use case back then was that people that weren't present in the theater could watch the action.":1,"#How do I break this big uncertain hairball down into something where I can take a piece of it and learn from that?":1,"#And it took us years to learn what movies really were, you know, that you didn't need to film the thing in the order that it was going to be displayed in, and, and, and so forth.":1,"#So what I think you...":1,"#Clicking this link will redirect to relevant products for the Speaker Rita McGrath.":1,"#So what I think you want to think about is if I can't know the decision down the road to the ultimate perfect thing, what's the next logical thing that I can consider?":1,"#Guatemala":1,"#Burundi":1,"#Lesotho":1,"#Palau":1,"#Bermuda":1,"#Equatorial Guinea":1,"#PopIn":1,"#Notepad is Draggable":1,"#Notepad is in popped out state":1,"#drag-handle icon":1,"#And so that can show up in some ways that’s almost like “grabbing gas,” like executive presence. You know, what's executive presence? What is the leader supposed to look like? How confident are they supposed to be? How much authority do they speak with? How much do they take over a room? And a woman might do those things in different ways because of societal conditioning and natural patterns of behavior that they've been trained over a course of time.":1,"#And so my conscious brain is there saying, “I really want to hire this person,” but the unconscious brain is tugging, I mean, “She just doesn't have the kind executive presence I'm looking for.” And the dissonance between those two can be really problematic in making decisions, in responding to decisions, in trusting somebody to take on a stretched opportunity, or various ways like that.":1,"#Wide Salary Ranges Deter Female Applicants":1,"#The article discusses how wide salary ranges discourage female applicants as reported in the research “The Implications of Pay Range Transparency on Job Application Preferences and Negotiations,” by Alice J. Lee, Tae-Youn Park, and Sungyong Chang, published in the Journal of Applied Pscyhology in 2026.":1,"#I think gender bias is particularly interesting because virtually every human being has an intimate relationship with somebody of the opposite gender—mom, grandma, grandpa, grandpa, you know, father, whoever it is, whichever gender you are—as opposed to some biases where we're haven't had a lot of exposure to people of the opposite group from us or from another group from us. Where gender is concerned, almost all of us have had some intimate relationship. And so, it's very easy to confuse loving and caring with people with treating them fairly.":1,"#It might be that we look at leadership in a different way. And this is a good place where we can see the tension between our conscious beliefs on one hand and our unconscious drivers on the other hand. So, I might have a conscious belief that says, “I think that women should be leaders as much as men. In fact, I really want to have more women in leadership in my organization.” And I could believe that so strongly and so honestly that if you put me on a lie detector test and they ask me, I actually will test that that's true. And yet, underneath the surface, my associations with leadership are mostly men, they're mostly relating to what we might call more typically masculine ways of being in our culture.":1,"#So gender bias can show up in interesting ways that are...":1,"#So gender bias can show up in interesting ways that are completely invisible to us at times. For example, some researchers at Columbia University, NYU, and the Wharton School found that women have almost 40% fewer emails returned and 60% more meetings declined than men do. And this isn't something you compare apples to apples, because if somebody doesn't return my email I am not aware of whose emails they did return—shows up in that way.":1,"#Why Managers Prefer to Launch Upscale Goods":1,"#The article discusses research on product offering innovation choices by managers, noting the working paper \"The High-End Bias: An Irrational Preference of Decision Makers for High-End Over Low-End Innovations\" by researchers Ronny Reinhardt et al.":1,"#In recent years, the huge impact that work loneliness is having on healthcare costs, absenteeism, and turnover has received widespread attention. Despite growing awareness, the problem remains, with one in five employees worldwide feeling lonely at work. In this article, the authors debunk myths about work loneliness, such as the belief that in-person work or team assignments can solve the issue. They emphasize that loneliness is not just a personal problem but also an organizational one, influenced by the work environment. Practical actions that employers can take to reduce work loneliness include measuring loneliness, designing slack in workflows, creating a culture of connection, and building social activities into the rhythm of work. Simple activities like communal lunches and happy hours are particularly appreciated by employees of all types. Work loneliness is an epidemic, but a cure is within reach, the authors contend. By helping employees make social connections, companies build a happier, healthier, and more productive workforce.":1,"#9553 - 9563 of 9563":1,"#Recently Viewed (31)":1,"#Strategy Development and Execution - The ADEPTT Model":1,"#Becoming a Strategic Thinker":1,"#Coaching for Performance":1,"#As manager you enable your team members to improve performance and achieve goals by fostering higher levels of motivation and engagement. This lesson will help you in building your reputation as a people developer while inspiring and driving your team toward success.":1,"#Beyond Lecture: Training Tools to Enhance Training":1,"#Do you know what it takes to innovate? This lesson will provide you with an overview of the Five Phases of the Creativity-to-Innovation Process. You will learn what happens in each phase and also receive guidance on how to persuade stakeholders to accept the innovation generated by you and your team.":1,"#As a strategic leader, you must both strategize and execute initiatives, while keeping them aligned with your organizational goals. This lesson explores the ADEPTT model, which involves analyzing the current state, defining future state goals, engaging key resources, planning and executing requests effectively, troubleshooting common barriers, and following through with proper tracking and celebration.":1,"#The ART of Analytical Thinking":1,"#No one enjoys having to sit through a boring, mandatory training lecture. In this lesson, you’ll learn about some tools and techniques you can use to make training more interactive, engaging, and effective.":1,"#In all aspects of life you need to solve problems, make decisions, identify critical issues, offer solutions, and become an independent thinker with solid analytical skills. This lesson explores the ART of analytical reasoning, which will help you assess patterns, recognize probabilities, and think hypothetically.":1,"#Marquet explains that this part of this process isn’t a judgment on what went wrong. Instead, it’s an opportunity to focus on what’s going right and decide what we want to do differently next time. He encourages us to look forward rather than backward and view the next objectives from an outsider’s perspective. Questions like “what could we do to serve our customers better?” and “what would our board want us to change?” can be helpful.":1,"#Marquet offers some strategies we can use to reduce the power of our biases and let other voices be heard. To start, he tells us to take votes before engaging in discussions. Then, as those discussions occur, we should give information rather than instructions. He also suggests that we welcome dissent, and in doing so, try to learn about other perspectives without persuading our teams to our points of view.":1,"#In <strong ljsid-1=\"\">Leadership Is Language</strong>, Marquet shares how his strategies led to dramatic improvements for his crew’s performance and morale—rising from worst to first in the Navy in both categories—and ignited a desire within them to stay, serve, and earn their own high-ranking positions. After observing the leadership problems that plague other organizations, he wrote this book to offer specific tactics we can all use every day as we work alongside others to perform at our best.":1,"#©2020 by Louis David Marquet":1,"#Clicking this link will redirect to relevant products for the Author David Marquet.":1,"#Don’t Just Comply, Commit":1,"#Marquet believes that when we foster consensus, we can earn compliance. Our employees will often put in the work, but they do so because they’re simply following orders. They aren’t thinking critically about the tasks ahead or the best ways to go about them.":1,"#He recommends fostering divergent thinking, allowing team members to think individually about the best steps to take and bringing them together to share those ideas. Too often, leaders take a different approach: We share our own perspectives and ask for validation and consensus on what we’ve already decided.":1,"#leadership-is-language":1,"#Marquet shares many thought-provoking examples and stories from both the military and civilian worlds to help us understand what his playbook looks like in action. He also offers specific phrases we should adopt—or avoid using—to help us build the engagement, empowerment, accountability, and ownership so many of us are striving for. Together, his playbook, examples, and strategies make <strong ljsid-1=\"\">Leadership Is Language</strong> a great resource for navigating the new types of conversations we need to have with our employees.":1,"#Marquet maintains that hierarchy can easily get in the way of action. Many organizations operate with a “hierarchy first” mentality that keeps front-line employees from stopping the line or the work to avoid disastrous outcomes. He calls us to flatten our hierarchies and build the psychological safety that’s needed for team members to speak up and drive change.":1,"#Often, when we ask our team members to collaborate, we’re deciding how they need to act, which tasks they need to take on, and who they’ll work alongside. Marquet states that we can inspire better performance by letting the “doers” become decision makers.":1,"#Many leaders are explicit in telling their teams to speak up, be assertive, and share their concerns, but people often struggle to do so. They face time pressures and fear their managers’ responses to delays, so they simply press forward to get their jobs done when and how they’re asked.":1,"#Our team members must have the ability to connect with our missions and with us to see when, why, and in what circumstances they need to stop work, make suggestions, or ask questions. We can create this ability to connect by dismantling the barriers between them and the various ranks of managers and by showing that we trust them and their knowledge. Marquet reminds us to turn to them for answers and rely on their experiences for charting our course. And importantly, he coaches us to show that we care more about our team members, their thoughts, their goals, and their well-being than we do their ability to conform to rigid organizational norms.":1,"#When we’re in execution mode, we rarely reach task completion. There are always next steps and iterations that continue to engage us and keep us from closing out a job.":1,"#Complete Tasks One Step at a Time":1,"#Collaborate Rather than Coerce":1,"#As with the other plays in his playbook, Marquet explains that our language plays a role. We need to communicate the value of closing out tasks and verbally reinforce the behaviors that support our teams’ successes. We can improve our teams’ engagement, contentment, and sense of fulfillment with their work with words that help them understand that we see them, notice what they’re doing, and appreciate the impact of their efforts.":1,"#He believes we can encourage commitment by changing our language. Questions like “what do you plan to do?” or “how could we test that idea?” or “how could we start?” can all inspire open thinking, curiosity, and ownership without enforcing our judgment on the matter.":1,"#Marquet believes we must learn to “control the clock” and empower others to do so, too. As leaders, we need to make pauses possible for our team, and we can do this with our language. Marquet recommends making it clear that pauses are sometimes necessary for charting better paths forward—even if those pauses lead to time overruns—and we must empower our employees to stop what they and their teammates are doing to ask questions.":1,"#Marquet asserts that completion is necessary, partly because it helps our teams see their work as discrete elements and partly because the absence of it robs our employees of opportunities to celebrate, acknowledge their hard work, or feel bolstered by their progress. He encourages us to make “complete” part of our work process to give our teams a sense of closure and set the stage for reflection and future improvement.":1,"#Still, team members sometimes worry about speaking up, or they’re so deeply involved in their work that they don’t spot problems occurring around them. Therefore, Marquet suggests scheduling regular pauses to bring teams together, talk about work, and discuss the best ways to proceed.":1,"#Often, at home or at work, our schedules are rigid, our deadlines are firm, and our must-do tasks leave little room for negotiation. This was U.S. Navy Commander L. David Marquet’s experience when he commanded the poorest performing submarine in the fleet. Having to take on both performance and morale issues, Marquet quickly found that his go-to style—command-and-control leadership—wasn’t the right tack. He didn’t have all the answers. However, his crew did. Marquet learned that he needed to talk <em ljsid-1=\"\">with</em> his crew and not just <em ljsid-3=\"\">at</em> them. He gave them power and autonomy over their work, and he helped them connect to a purpose, all by changing the language he used.":1,"#Often, at home or at work, our schedules are rigid, our deadlines are firm, and our must-do tasks leave little room for negotiation. This was U.S. Navy Commander L. David Marquet’s experience when he commanded the poorest performing submarine in the fleet. Having to take on both performance and morale issues, Marquet quickly found that his go-to style—command-and-control leadership—wasn’t the right tack. He didn’t have all the answers. However, his crew did. Marquet learned that he needed to talk <em ljsid-1=\"\">with</em> his crew and not just <em ljsid-3=\"\">at</em> them. He gave them power and autonomy over their work,...":1,"#Opt to Connect Rather than Conform":1,"#Shift from Prove Mode to Improve Mode":1,"#ISBN: 978-0-7352-1753-9":1,"#Certainly, our team’s performance matters, too, and we need to work alongside our teams to study our past actions, reflect on what could be better, and link our ideas to concrete future actions. Marquet states that we should operate from an “improve mode” after completing a task and after encountering errors or setbacks that call us to regroup.":1,"#It’s tedious work to build consensus. As leaders, we need to invest hefty amounts of time into getting people on board and aligning their actions, behaviors, and mindsets with the work that must be completed. Still, we rarely earn the buy-in so many of us look for to build engagement and encourage accountability and ownership.":1,"#Don’t Obey the Clock, Control It":1,"#When we foster collaboration instead of consensus, we can earn our team’s commitment. Marquet has seen time and again that when people commit to an action, they choose to dedicate their time and energy to it. They decide to engage, learn through the work, and take ownership of the outcomes.":1,"#If you're serious about becoming a better leader, become a better communicator. But communicating effectively is easier said than done. A <a ljsid-1=\"\">study by Ketchum Communications</a> found that only 31% of people believe their leaders communicate well. Why is it so hard? It's lack of alignment. I'll explain with an analogy. Now in the game of horseshoes, the goal is quite simple. It's to throw a ringer, that is, to get your horseshoe around a metal stake. Now getting one ringer takes some work. Getting 3 ringers in a row is a lot harder. Effective communication is the equivalent of landing 3 ringers in a row and the 3 rings represent what you, the sender of information, mean, what you say, and what the receiver hears. Now, for the communication to be perfect, all 3 rings must be perfectly aligned. In other words, what you mean is exactly what you say, which is exactly what I hear. And that happens about as often as a blue moon. Why? Because senders suffer from overconfidence. They assume that their intended meaning is obvious because for them no effort is required to make sense of the meeting. It's already crystal clear in their own minds. Now to overcome lack of alignment, use this tool. I call it asking for a receipt of understanding.":1,"#No one likes to feel excluded, yet it happens all too easily at work. Paul Barbour shares three practical ways to build a more inclusive team culture through intentional check-ins, collective problem-solving, and thoughtful meeting closeouts.":1,"#How to Practice Radical Inclusion in Teams":1,"#Leadership Is Language":1,"#We all hope for a success-filled future, but failure is an important part of the journey. Stay disciplined by following the five-step framework regardless of the category or magnitude of your failure. As you build a habit of self-reflection, you’ll learn to stop defining your success by your failures and start celebrating the growth that follows a setback.":1,"#<em ljsid-0=\"\">Learn the right lessons</em>. It’s essential to apply lessons to situations with a context-sensitive lens.":1,"#<em ljsid-0=\"\">Accept it</em>. Acknowledging that you didn’t meet the negotiation goals allows you to conduct further analysis.":1,"#Negotiators must also combat their natural <em ljsid-1=\"\">loss aversion</em>, or an unwillingness to take risks due to a fear of failure. This aversion can be mitigated with a learning framework that assigns a systematic approach to contextualizing failure. Taking time to reflect on mistakes and increase your awareness may be uncomfortable, but it’s a critical practice to becoming a better negotiator.":1,"#With failure established as part of the negotiation landscape, we need a framework to learn from our failures. However, many seasoned negotiators don’t learn the necessary lessons from their failures because of a variety of biases and blind spots. The most common blocker of self-reflection is our tendency to blame others for failure. By rationalizing our behavior in the context of others’ failings, we’re unable to develop the critical lens we need to investigate the past.":1,"#What Gets in the Way of Learning from Negotiation Failures?":1,"#<em ljsid-0=\"\">Bad Agreement Failure</em>. Pressure, lack of preparation, and miscalculations lead to agreements that never should have been made.":1,"#Uncertainty can be a limiting factor for developing confidence, but negotiators should learn to expect the unexpected since conditions change fast across the table. Being unsure puts our brains into a state of alertness that makes us better at thinking through complicated situations. If you reframe your uncertainty as curiosity, you make it clear to all parties that you want to find the best agreement for everyone.":1,"#For many negotiators, identifying their problems is the most difficult step, so look for the following misconceptions in your own mindset:":1,"#Active unlearning is far more useful than trying to forget and move on, as the more you scrutinize your weaknesses, the more you’ll understand how to unlearn them. Often, we have to face the reality that our strategies weren’t as effective as we thought they were, which is an uncomfortable realization. Once we’re aware that our tactics are problematic, we can work on dismantling the obstacles preventing us from growing. It’s crucial to clear out any unhelpful patterns before diving into a new strategy, as old habits will return unless you deconstruct them.":1,"#Did the negotiations have the same number of parties?":1,"#Refusing to accept a failure doesn’t help you get over it faster; rather, it lives in your subconscious and stunts your growth. As is the case with any instance of loss in our lives, we need to take time to grieve the loss of a failed negotiation. This grief manifests in the following six stages for negotiators:":1,"#Return to the table with greater self-awareness, curiosity, and confidence while remaining attentive to your counterpart’s needs.":1,"#Anxiety":1,"#<em ljsid-0=\"\">Temporary setback</em>. Minor process breakdowns and disagreements are common and can be recovered from.":1,"#<em ljsid-0=\"\">Emotionally Unintelligent Failure</em>. An inability to keep emotions in check can lead to a total negotiation collapse.":1,"#You can ask yourself the following questions to determine if tactics can be transferred between negotiations:":1,"#Beginning with a forest analysis is useful to determine the category and magnitude of the failure. With the basics established, you can analyze the granular details of the negotiation that led to the failure, or the trees.":1,"#Step 2: Analyze the Forest and the Trees—What Went Wrong?":1,"#<em ljsid-0=\"\">Return to the table</em>. Continuous improvement is key to becoming a better negotiator.":1,"#Overview: You Failed—Now What?":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Joshua N. Weiss</a></strong>, PhD, is cofounder, with William Ury, of the Global Negotiation Initiative at Harvard University and a senior fellow at the Harvard Negotiation Project. He’s also the director and creator of the Master of Science in Leadership and Negotiation degree program at Bay Path University. Weiss conducts research, consults with organizations, delivers negotiation and mediation trainings and courses, and engages in negotiation and mediation at the organizational, corporate, government, and international levels.":1,"#There isn’t a universal negotiation education, which means that a negotiator’s weaknesses usually stem from how they were taught to negotiate. Unlearning tendencies that were drilled into our mindsets is a difficult process requiring honesty, humility, and external perspectives. For example, if you struggle to be assertive, you should reflect on what caused you to be passive.":1,"#<em ljsid-0=\"\">Unlearn weaknesses</em>. Moving away from bad habits is just as important as identifying positive insights.":1,"#<em ljsid-0=\"\">Analyze it</em>. Investigating failure from both big-picture and detailed perspectives creates a more complete understanding.":1,"#<em ljsid-0=\"\">Penny-Wise and Pound-Foolish Failure</em>. A seemingly favorable deal made at the expense of a valuable relationship is a long-term failure.":1,"#Even when negotiators take the time to reflect on their failed negotiations, they often struggle to apply their insights. Every negotiation is a unique scenario with differing variables, contexts, and goals, which makes transferring lessons between negotiations difficult. However, there are transferable tactics, behaviors, and attitudes between experiences that can be learned through self-reflection and context examination.":1,"#Looking Back to Look Ahead":1,"#<em ljsid-0=\"\">Keep emotions out of negotiation</em>. Emotions are natural in negotiations, so express them constructively instead of suppressing them.":1,"#The <em ljsid-1=\"\">forest</em> is a high-level, encompassing view of the negotiation.":1,"#Step 1: You Failed—Accept It":1,"#<em ljsid-0=\"\">Intelligent failure</em>. Pushing boundaries and failing early in the negotiation process can help you plan for later stages.":1,"#Accept negotiation failures as opportunities to reflect, recover, and build greater resilience.":1,"#Were both negotiations of the same category?":1,"#The <em ljsid-1=\"\">trees</em> represent the specific moments where you failed.":1,"#As negotiators, we may spend a great deal of time denying our role in the failure and feeling anxious about the uncertain future. Fear of the unknown can lead to anger with others or ourselves, which turns into sadness once heightened emotions settle. Ultimately, we must accept our new reality and work to solve the problems caused by the failed negotiation. Some negotiators go through these steps quickly, some skip around, and others get stuck at troublesome phases. What matters most is that you find a method of dealing with grief that works best for your unique mindset and experiences.":1,"#After we fail, we often rely on biases and rationalization to recover. By replacing our irrational instincts with a step-by-step framework, we can develop a habit of self-reflection that turns failures into opportunities. When applied consistently, these five steps can help you develop a resilient, reflective, and productive mindset:":1,"#<em ljsid-0=\"\">What Were You Thinking Failure</em>. Reaching an agreement that doesn’t meet the negotiation objectives is more damaging than leaving without a deal.":1,"#Examine and unlearn ineffective habits, biases, and assumptions to strengthen your approach to future negotiations.":1,"#Clicking this link will redirect to relevant products for the Author Joshua N. Weiss.":1,"#Step 4: Actively Unlearn What Your Weaknesses Taught You":1,"#<em ljsid-0=\"\">Transference</em> is a psychological concept that refers to the use of old thought patterns to inform present actions. For example, if a negotiator is trained to manipulate and squeeze value out of their counterpart, their adversarial mindset prevents them from realizing that their tactics drive away repeat clients. We often assume that new experiences follow historical trends, but we must clearly identify similarities between negotiations before transferring insights.":1,"#<em ljsid-0=\"\">Framing</em>. If you control the context of the conversation, you can control the negotiation.":1,"#Finding the real reason a negotiation failed requires both a high-level and specific perspective, as underlying issues can often be obscured when using only one lens. As you examine the details of your failed negotiation, look for the following five negotiation tactics and assess how you handled each one:":1,"#<em ljsid-0=\"\">Breakdown</em>. When a failure results in a largely uncertain future, it takes a major effort to get both sides back to the table.":1,"#Were both negotiations single issue, or was one more complex?":1,"#Sadness":1,"#Denial":1,"#<em ljsid-0=\"\">Catastrophic failure</em>. An irreparably damaged relationship makes future negotiation impossible.":1,"#Just as failures can differ by type, they also differ by magnitude. These four levels designate failures between learning opportunities and crises:":1,"#<em ljsid-0=\"\">Under the Table Failure</em>. Not recognizing a hidden variable or motivation in a negotiation can turn a favorable deal into a failure.":1,"#<em ljsid-0=\"\">Always or never make the first offer</em>. Don’t hold yourself to a strict rule about a context-dependent scenario.":1,"#<em ljsid-0=\"\">It’s us versus them</em>. Win-win solutions are usually possible with enough creative thinking and transparency.":1,"#<em ljsid-0=\"\">Diverting</em>. Moving the conversation away from a current standstill can breathe new life into the negotiation.":1,"#Carl Van":1,"#The Japanese art of <em ljsid-1=\"\">kintsugi</em> involves repairing broken pottery with lacquer infused with precious metals to highlight the breakages. Rather than hiding the breakages, the imperfections in the pottery are celebrated as unique and beautiful. Recovering from negotiation failure is an art similar to kintsugi, for the best way to come back stronger is to openly embrace your weaknesses and value them as growth opportunities.":1,"#<em ljsid-0=\"\">Reframing</em>. Shifting the context of an assertion can help you regain control.":1,"#A <em ljsid-1=\"\">self-serving bias</em> also prevents learning by causing negotiators to attribute success to their strengths but dismiss failures as out of their control. This often combines with the <em ljsid-3=\"\">backfire effect</em>—the tendency to become unreasonably defensive when questioned—to severely inhibit learning.":1,"#A majority of your negotiation improvement strategy comes from your side of the table, but understanding the needs of your counterpart is essential before reentering a negotiation. If your last negotiation with someone failed, take responsibility for the failure and acknowledge that the outcome isn’t what either party wanted. Give your counterpart time to explain their perspective and new goals, as their objectives likely shifted in the time between negotiations.":1,"#How did the time horizons compare between negotiations?":1,"#<em ljsid-0=\"\">Naming</em>. Specifically calling out your counterpart’s tactics is a risky move that can lead them to change strategies.":1,"#Once you’ve accepted that you failed a negotiation, you should analyze the failure through two lenses:":1,"#The consequences of not giving yourself time to grieve won’t be obvious at first, but they’ll eventually manifest as decreased confidence, increased anxiety, and lack of broad perspective. By reflecting on your personal grief process, you can recover quickly from failure and come back more resilient.":1,"#Step 5: Return to the Table Smarter and Stronger":1,"#<em ljsid-0=\"\">Interrupting</em>. Taking a short break can give you time to strategize.":1,"#Apply lessons thoughtfully by considering the unique context, goals, and dynamics of each negotiation.":1,"#Analyze failures from both broad and detailed perspectives to understand what happened and why.":1,"#Reflection and practice are necessary to improve your mindset, but real change comes from the application of your insights. After a failure, regaining your confidence begins with tapping into your self-awareness. When you feel anxious, stressed, or uncertain in a negotiation, don’t ignore the feeling. Take a step back, isolate the cause of your negative emotion, and find a way to constructively apply it to the negotiation.":1,"#<em ljsid-0=\"\">Compromise</em>. Going into a negotiation with the expectation that you’ll cede something important is a limiting strategy.":1,"#Step 3: Not Just Any Lessons—Learn the Right Ones":1,"#<em ljsid-0=\"\">Take a Crack at It Failure</em>. Some negotiations are extremely difficult from the outset but are worth taking a chance on.":1,"#ISBN: 979-8-8905-7046-8":1,"#by Joshua N. Weiss":1,"#Negotiation failures can be broken down into the following common categories:":1,"#5 Steps to Reviving Stalled Negotiations":1,"#<em ljsid-0=\"\">Slipping Through Our Fingers Failure</em>. Both parties lose when they have the resources, intent, and rapport to reach a deal yet still fail.":1,"#Negotiation Failures and Their Magnitude":1,"#Negotiations are often complicated, emotionally taxing, and unpredictable, so it’s important to develop a recovery framework to help turn failures into opportunities and build confidence in the face of uncertainty. In <strong ljsid-1=\"\">Getting Back to the Table</strong>, Joshua N. Weiss, PhD, details a five-step process for coming back stronger after a failed negotiation. By engaging in regular self-reflection, analyzing failures from multiple perspectives, and accepting failure as part of the process, you can get back to the table stronger and more confident than ever before.":1,"#©2025 by Joshua N. Weiss":1,"#Failure in negotiation occurs when you don’t meet the goals set at the beginning of the negotiation process. While some try to forget their failures and look to the future, acknowledging and analyzing your failures is a key step to improving as a negotiator.":1,"#Gurley’s final principle is to give back once you find your own route to success. Paying it forward by sharing your journey, hard-won lessons, resources, and connections can envelop you in the infinite game of abundance, support, and advancement. You can simultaneously make a meaningful impact on a novice or up-and-comer while further contributing to your chosen field.":1,"#ISBN: 978-0-593-79966-6":1,"#by Bill Gurley":1,"#Gurley shares a few strategies for giving back. These include writing notes of support, teaching, taking part in podcasts and workshops, and writing blog and social media posts that will expose others to your insights and inspiring story.":1,"#Gurley explains that surrounding yourself with people who share your fascination with a field can have tremendous benefits on your career. Benefits can include better access to jobs and faster advancement, better networking, more opportunities for mentor and peer relationship building, more exposure to events like panels and workshops that can support your growth, and richer conversations around trends. Further, time spent in the hub of the action can feel electrifying, and the engagements you take part in can energize you greatly.":1,"#Build Strong Peer Relationships":1,"#Still, a recent study shows that only 20 percent of people are clear on where they want to go in life, what they want to accomplish, and why it matters. The good news is that you can join that advantaged minority. To do so, Gurley suggests taking the following steps: Take the Myers-Briggs test and Loves and Strengths career exercise to learn about yourself; read books such as <em ljsid-1=\"\">What Color Is Your Parachute?</em> and <em ljsid-3=\"\">Designing Your Life</em> to explore and iterate your way forward; engage with people and resources in a range of fields; take on hobbies and side hustles that may spin off into something bigger; and commit to moving toward what interests you and away from what doesn’t.":1,"#How to Thrive in a Career You Actually Love":1,"#Gurley recommends starting small with this principle. He suggests finding people who are trustworthy, joyful, passionate, and communicative. You may find them in your company or at school, at industry conferences or events, on Reddit threads or in LinkedIn conversations, or within professional organizations. You may also find allies in your current network.":1,"#Gurley encourages you to take two steps to practice this principle: Find aspirational mentors, and find people close to home. Aspirational mentors will include the great minds of your industry. You can follow them on social platforms, engage with their ideas, read their books, and listen to their interviews to study the steps they took to become successful. Local mentors can meet you in person and offer wisdom and advice. Both can have a powerful impact on shaping your career and the steps you choose to take.":1,"#Work can be deeply satisfying. You don’t need to be a pro athlete, have a coveted job title, do work that’s impressive to others, or even align your daily projects to your passions to find satisfaction. Instead, Gurley believes you simply need to enjoy what you do because you’re fascinated with your field and bring curiosity to it every day.":1,"#Gurley’s first principle of building a thriving career is to find your fascination. He suggests you explore the types of work and exploration you love and would do in your free time because of what they spark in you.":1,"#Clicking this link will redirect to relevant products for the Author Bill Gurley.":1,"#He concludes that the true measure of success and richness in your career will be the lives you’ve touched and improved, the people you’ve inspired and guided, the peers you’ve supported and pushed forward, and the successors you encouraged to go further.":1,"#Follow Your Curiosity":1,"#Imagine a smiling chef, coyly bragging about a secret recipe, or a realtor who loves the hustle of striking deals, or a people-loving stylist who takes pride in making her clients look great, or a data scientist who lights up at the chance to talk raw figures. What they have in common is that they deeply love their work. Having a dream job and thriving in it are goals that may seem out of reach, especially when educational, professional, and personal choices have sent you down less fulfilling paths. However, Bill Gurley, a venture capitalist who’s certain he has found his calling, believes that you can make intentional choices that will help you thrive in your career and love your work.":1,"#The third principle for a thriving career is to build mentor relationships in your target field. Gurley explains that having a mentor or team of mentors can make a meaningful difference in how your career develops. He cites a study which revealed that 75 percent of executives reported that mentoring played a key part in their success, whether by being offered great advice, help opening doors, connections to an expansive network, or beneficial coaching.":1,"#Commit to Learning":1,"#Pay It Forward":1,"#When you identify worthwhile peer relationships, strive to offer just as much as you seek to gain. Gurley suggests sharing best practices and learning efforts, collaborating, rooting for one another, and being a resource when one of you stumbles. These efforts can pay dividends for you both as you carve your paths.":1,"#The willingness to put in more work, more practice, and more exploration can help you operate at full speed. Psychology professor Angela Duckworth agrees, explaining that “an obsessive interest” can drive you to work hard, engage with feedback, and show real resilience as you strive for key outcomes.":1,"#Through his role at Benchmark, a leading venture capital firm, Gurley studied a wide range of top-tier leaders and observed what makes them successful, engaged, and fulfilled in their work. In Runnin’ Down a Dream, he distills his observations into six principles of career success that can position you to find happiness in the next phase of your career.":1,"#Another crucial principle for building a thriving career is putting yourself where the action is. Relocate, whether across the country or out from behind your computer, to be around people who are in the flow of your industry.":1,"#Gurley emphasizes that being great at your work is a key to enjoying and thriving in it. He asserts that you must exert effort: Working hard will help you become great at your chosen profession, and becoming great at it will help you love the work.":1,"#Your learning journey will continue as long as you’re committed to your work. Gurley coaches you to seek new information constantly and learn all that you can.":1,"#©2026 by John William Gurley":1,"#Executive Summaries September-October 2026":1,"#In <strong ljsid-1=\"\">Runnin’ Down a Dream</strong>, Gurley shares a wide range of career profiles, principles, and best practices that can help you reimagine your career at any stage of the game. High school and college students and their mentors, as well as professionals rethinking their paths mid-career, will find practical strategies for pursuing work that fascinates them and enriches their lives. The six principles for career success Gurley shares are both actionable and inspiring.":1,"#Gurley suggests that you construct a plan for learning. He recommends diving into the history of your chosen field, the evolutions that have taken place, specializations within it that will help you develop unique skills and insights, and adjacent or even distinct fields that could trigger novel ideas and breakthroughs.":1,"#Put Yourself in the Right Place":1,"#Find Mentors to Guide You":1,"#Executive summaries from the September-October 2026 issue of Harvard Business Review.":1,"#Gurley’s fourth principle is finding high-performing peers to work alongside. Sitting shoulder to shoulder with people who are on the same path and are, amiably, striving for similar metrics of success can produce a range of benefits. These include opportunities for shared learning, access to one another’s networks, potential introductions to mentors and opportunities, unfiltered coverage of what’s worked and what hasn’t, and a competitive motivation to continue forward.":1,"#Another principle that can bring you closer to a thriving career is honing your craft. Once you find areas of interest to explore, engage in deep, continuous learning that sates your curiosity and sparks more ideas and explorations.":1,"#Be prepared to be staggered at the results too. You will live longer, be happier, stay married longer. Your people will be happier, more skilled and more motivated. And, as if that wasn't enough, your bottom line results will have grown considerably because you are doing the things you should be doing. Working on, not in, your business.":1,"#A better use of your time? Absolutely.":1,"#It will slow down the growth of your business.":1,"#So delegate the easy stuff first; something that won't cost an arm and a leg if the person does make a mistake. That way your people gain confidence and you can progressively start handing over the more complex things as your people grow.":1,"#Think about that.":1,"#It sends the message that you don't trust anyone.":1,"#In this case, the natural progression for this older worker was to take over more of the admin side of the business. He took over rosters; phoning around to find temps when someone didn't show up. He also chased up unpaid invoices and ordered supplies. So simple.":1,"#Solution? Put one of his older installers on the phones for the first two hours of the day to take the heat off him. This provided an opportunity for someone who was no longer as physically able to do the hard jobs but had amassed a lifetime's knowledge about the building trade. In turn, this gave the owner time to give out the day's instructions. He could then get back to any calls his older worker couldn't take care of.":1,"#SO WHERE TO START?":1,"#Dealing with disgruntled clients face to face to make sure you don't lose their business?":1,"#Please don't confuse delegation with abdication. You must be willing to support people through the learning process — to coach, guide and mentor. Then when the first task is safely handed over (and don't be surprised if the person ends up doing the job far better than you ever did) you are ready to hand over one more task to one more valued employee — and so on until you have your half day a week or even full day a week to yourself. Then as an owner/manager/team leader, you will be working where you need to be working — on the strategic issues of your business.":1,"#Talking to other business owners about possible alliances or synergies?":1,"#Yes it will take time. Sometimes we have to take small steps backwards to gain a giant leap forward. Just keep remembering your WIIFM — big chunks of time spent doing more important things more effectively.":1,"#Taking time to find cheaper or more reliable suppliers?":1,"#by Ann Andrews":1,"#I worked with one small business owner in the building sector. He would be greeted first thing in the morning with a phone running hot — customers wanting to know where their installers were and/ or installers wanting to know where their supplies were. Meanwhile, his factory staff stood around waiting for the day's jobs.":1,"#The not-so-smart people will stay!":1,"#It could affect your marriage and your family (or significant relationship).":1,"#Trust in your people — in my experience, they will never let you down.":1,"#When you want something done in your business, it's only natural to assume it'll be done quicker if you do it yourself. Ann Andrews suggests otherwise. Welcome to her school of delegation.":1,"#Being a Reliable Leader Can Backfire":1,"#the-delicate-art-of-delegation":1,"#The smart people will eventually leave and go elsewhere, possibly even moving to your competitor!":1,"#It prevents your people from learning and growing.":1,"#Employees Who Enjoy Their Jobs Get Stuck with Extra Work":1,"#It's as simple as that.":1,"#Most owners and managers are terrified of delegating because they fear their people will make mistakes. And they probably will to begin with. After all, how did any of us learn to do anything? We learned on the job by making a whole lot of mistakes and then correcting them.":1,"#In the long term, it will affect your health.":1,"#SLOW AND STEADY":1,"#Brainstorming and trialling ideas for new products and services?":1,"#Out in the marketplace talking to key clients?":1,"#It says to your staff that they will never be as smart as you.":1,"#It could actually cause the demise of your business in the long run.":1,"#You start by making the decision to hand over one small aspect of your job to one valued employee. A great benchmark for deciding which jobs/tasks to delegate is to consider the hourly rate of that task if you were looking to employ someone to do it. It never fails to amaze me how many owners and managers get bogged down in doing the $25-$30-an-hour jobs.":1,"#This article reports on the research study “Managers Allocate Additional Tasks to Intrinsically Motivated Employees: Exploring Mechanisms, Consequences, and Solutions,” by Sangah Bae and Kaitlin Woolley, published in Organization Science in 2026. The study examines task allocation beyond employees’ primary responsibilities and identifies the types of employees most likely to be assigned this work.":1,"#This article argues that highly reliable leaders who act as buffers, fixers, and translators during organizational turbulence may unintentionally conceal systemic problems, increase dependency, and dilute accountability. It recommends that leaders step back from overfunctioning by allowing tensions to surface, delegating problem-solving, and clarifying decision rights to build long-term resilience and effectiveness.":1,"#What could you be doing differently if you had half a day or even a full day a week free of operational problems? Do you think your bottom line might significantly improve if you were:":1,"#Not delegating and not trusting is what I call a 'but'. 'Buts' are fears and the only way to overcome a fear is to discover a WIIFM — what's is in it for me to do this differently?":1,"#As a boss, manager, owner, yes, it probably is quicker to do things yourself. Sadly, the challenge is that as long as you think that way, you'll always have to do it yourself.":1,"#Working on finding new clients and/or markets?":1,"#If you want to have a successful business (and a life), then doing everything yourself will have some very predictable outcomes:":1,"#Clicking this link will redirect to relevant products for the Author Ann Andrews.":1,"#Each part of the self has its own way of getting stuck and its own way of regaining momentum.":1,"#The body may resist because of stored tension or fear.":1,"#Six Ways Leaders Harness Stress":1,"#The mind may see the world through the lens of old distorted beliefs.":1,"#For example:":1,"#Jon Miller, Drew Keller":1,"#A big reason is that we usually target behavior, the most visible part of ourselves. It's measurable and easy to track, whether we want to go to the gym, avoid junk food, or follow a routine. But behavior is just one part of a much larger system.":1,"#To create real, lasting change, we must go beyond behavior. Change sticks when all parts of the self—mind, emotion, body, motivation, and action—are moving together. When we understand how each part operates and how to bring them into alignment, change becomes not just possible, but sustainable.":1,"#Emotion may signal past pain.":1,"#Finally, managers may encourage our transformation by giving us encouragement, education, and support, but they can't do the work for us. We have to do the transformative work ourselves.":1,"#If we don't recognize where the resistance is coming from, we're likely to mistake our failure for our own lack of willpower or ability to change.":1,"#Most of our attempts at changing ourselves or others by forcing behaviors are encouraging fragmentation or breaking ourselves or those around us. Many popular approaches to change target only a few parts of this system. Habit training tends to focus on behavior and motivation. Cognitive behavioral therapy often focuses on thoughts and feelings. Trauma-based work addresses emotion and the body. But for a lasting change—change that doesn't break us—we need to engage all five parts of the self.":1,"#Today's leaders face increasing pressure on all sides, and their stress levels are higher now than they were even at the peak of the pandemic. Though stress can sharpen performance briefly, over time it erodes judgment, narrows perspective, and increases the risk of costly missteps. Most leaders have distinct default responses to it. This article outlines the six most common patterns: the calm lighthouse, the reinvention-oriented alchemist, the action-driven firefighter, the disciplined stoic, the relationshipfocused diplomat, and the control-driven container. Each style has both strengths and blind spots that pressure can amplify. Leaders can increase their ability to perform under duress by identifying and understanding their default responses and then deliberately expanding their range of reactions—using simple tactics to regulate themselves, share the cognitive load, and alter their style in real time as conditions change.":1},"version":205523}]