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(timeout: https://accel.ebscolearning.com/MFE-Content-Navigation-Product/918.dcc185e0a25ef08077ea.js) while loading \"./Footer\" from 8944":1,"#Performance Management<span ljsid-1=\"\">, </span>":1,"#Bu web sitesi, temel site işlevlerinin yanı sıra mantıksal analiz, kişiselleştirme ve hedeflenmiş reklamcılık için çerezler gibi teknolojiler kullanır. Daha fazla bilgi edinmek için aşağıdaki bağlantıyı görüntüleyin:":1,"#Bu iletişim kutusunu kapat":1,"#Recently Viewed <span ljsid-2=\"\">(424)</span>":1,"#Accelerate your learning journey and unlock full access to this full book summary and more":1,"#Recently Viewed <span ljsid-2=\"\">(422)</span>":1,"#In a sense, the wielding of power now requires the cooperation of players who may not even report...":1,"#power-tactics":1,"#Clicking this link will redirect to relevant products for the Author Julia R. Galosy.":1,"#Аналитика":1,"#Таргетированная реклама":1,"#by Julia R. Galosy":1,"#Параметры хранения данных":1,"#Этот веб-сайт использует такие технологии, как файлы cookie, для обеспечения основных функций сайта, а также для аналитика, персонализация и таргетированная реклама. Вы можете изменить свои настройки в любое время или принять настройки по умолчанию. Вы можете закрыть этот баннер, чтобы продолжить использование только необходимых файлов cookie.":1,"#ISBN: 978-1-394-20470-0":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Philip Kotler</a></strong>, PhD, is Professor Emeritus of Marketing at the Kellogg School of Management, where he held the S.C. Johnson & Son Professorship of International Marketing. The Wall Street Journal ranks him as one of the top six most influential business thinkers.":1,"#Adapted by permission of <a ljsid-1=\"\">John Wiley & Sons, Inc.</a>":1,"#Giuseppe Stigliano":1,"#Dan S. Cohen, John P. Kotter":1,"#Tony C. Daloisio, R. Kendall Lyman":1,"#Eunice Parisi-Carew, Ken Blanchard, Jane Ripley":1,"#Already registered? SIGN IN":1,"#SUBSCRIBE NOW":1,"#Accelerate your learning journey and unlock full access to this video and more":1,"#Please sign in to access the full resource":1,"#<span ljsid-1=\"\">413</span> of <span ljsid-3=\"\">413</span>":1,"#4945 - 4954 of 4954":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">413</span>":1,"#29950683@qq.com":1,"#So, if you wanted to make evidence-based decisions rather than decisions based upon what serves somebody's interest or what their hunch is, you would first find out what the scientific literature says about the subject using some search engine—your favorite search engine—and then you would try to...":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> David Swanson, Jenny Dearborn":1,"#<span ljsid-1=\"\">2</span> of <span ljsid-3=\"\">619</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">619</span>":1,"#You are currently logged in as 1706058467@wtwengage.com":1,"#ISBN: 987-1-119-78058-8":1,"#Stay On Track":1,"#Hero Image":1,"#Onboarding assistance and customer success resources for smooth implementation":1,"#Seamless integration with your systems— Single Sign-On, LMS integration, and robust reporting":1,"#Everything in monthly and annual plans, plus enterprise exclusives":1,"#Same great access—enjoy the exact same content as the monthly plan (book summaries, videos, and learning paths)":1,"#Annual subscription saves you $80/year — 45% less than the monthly plan":1,"#$99.00 after your 7-day free trial":1,"#New content added regularly, so your learning never stops!":1,"#Unlimited access to curated book summaries, videos, and guided learning paths designed for real-world skill building":1,"#$14.95 per month after your 7-day free trial":1,"#$0 today":1,"#Professional growth just got easier. Explore Accel’s redesigned platform and smart new features—built to support your learning journey.":1,"#Insights from trusted experts—curated to help you learn faster and apply what matters most.":1,"#Learn Your Way":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Disrupting the Status Quo - Leading Change":1,"#Leadership Why Me?":1,"#Continuing to Lead with Integrity":1,"#Initiating Action Through Excellence":1,"#Taking an Innovative Approach":1,"#Collaborating Through Change":1,"#Pioneering Leadership - Getting to Excellence":1,"#Achieving Results through Collaborative Relationships":1,"#corporations-compassion-culture":1,"#Historically, people have tended to assume that compassionate principles hinder rather than serve business goals. While that assumption has never been accurate (as we can see in the losses experienced by early-20<sup ljsid-1=\"\">th</sup>-century companies as a result of industrial-age labor strikes), today’s markets make it more of a liability to companies than ever before. When uncertainty and stress are high among leadership, employees often find themselves absorbing managers’ anxiety in the form of negative treatment and hazardous working conditions. Amid the volatility of the current economy, these moments of panic will only become more routine....":1,"#by Keesa C. Schreane":1,"#Clicking this link will redirect to relevant products for the Author Keesa C. Schreane.":1,"#Recently Viewed (1543)":1,"#Fine tune your plan, process, and culture for stellar results. Empower your team to execute your plan and be prepared to make the right course-correcting moves.":1,"#Set your idea in motion with a captivating sales pitch, an outstanding team, and an engaging and inviting culture.":1,"#Get your innovation project off to the right start by focusing on your core idea and having a detailed yet flexible plan.":1,"#Elizabeth Bieniek is a technology leader who’s responsible for bringing the Webex Hologram enterprise collaboration technology to life. However, what she cares most about is people. In <strong ljsid-1=\"\">Cake on Tuesday</strong>, Bieniek shares her nontraditional leadership journey and offers 25 people-focused leadership lessons she’s learned along the way. These insightful lessons can help you unlock innovation within your organization.":1,"#ISBN: 979-8-89188-040-5":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Elizabeth Bieniek</a></strong> is an author, speaker, and consultant focused on “good peopling” as the secret to exceptional execution. As a founder and Fortune 100 innovation and engineering leadership veteran, her expertise lies in challenging assumptions, embracing diverse perspectives, and leading through ambiguity to build empowered, resilient teams that last. Named one of <em ljsid-2=\"\">Toptal’s</em> 10 most influential “Female Pioneers in Technology,” she has spoken on bridging the gap between human connection and innovation at EmTech NEXT, Chatham House, ITEXPO, AWE, and the Global AI Community. Her leadership and innovation philosophy have been featured in <em ljsid-4=\"\">Forbes, Bloomberg, Inc., International Business Times, Tech Times,</em> and <em ljsid-6=\"\">Women in Business</em>.":1,"#Breaking new innovation territory and succeeding at bringing an idea into reality is a thrill. Face each day with an attitude of curiosity, wonder, and enthusiasm. Appreciate the joy and reward of working with others toward a common cause. Think about what you want to accomplish, then apply these 25 lessons to achieve your dream.":1,"#Whether they’re good or bad, <em ljsid-1=\"\"> all experiences are useful if you learn from them</em>. Things rarely go exactly according to plan and often your greatest realizations and lessons appear in hindsight. Trial and error can sometimes be your best approach when grappling with a new situation or an innovative idea. Changing your vantage point often provides enlightenment.":1,"#It’s essential that you stay abreast of and responsive to current business trends. However, <em ljsid-1=\"\"> always play </em> <em ljsid-3=\"\"> </em> <em ljsid-5=\"\"> the long game </em> as well. Be forward-thinking in anticipating what’s to come. Take frequent breaks to reevaluate the current state and ensure you and your team are on the right track. Schedule regular project review times throughout the year that align with your project phases. Plan both virtual and in-person meetings. Always conduct a postmortem after a milestone has been met. Keep your vision of your North Star in sight.":1,"#Protect your team, but don’t forget to <em ljsid-1=\"\"> protect yourself </em> too. Consider yourself as your best long-term investment and act accordingly. Protecting yourself includes taking care of your physical, emotional, and spiritual needs. Make sure you’re covering the self-care basics of exercise, sleep, healthy eating, relaxation, and enjoyable recreation. Nurture your personal relationships and spend considerable time reflecting on your state of mind, body, and spirit. Be intentional about prioritizing yourself. Pay attention to your intuition.":1,"#©2024 by Elizabeth Bieniek":1,"#No one succeeds alone. <em ljsid-1=\"\"> Find your huckleberry</em>. This person is your companion on your leadership journey—supporting you, inspiring you, and serving as your proxy. Find one or two special people who balance your capabilities, are fiercely loyal to you, and can act in your place if needed.":1,"#Rejection can thwart your progress or inspire you to action. <em ljsid-1=\"\"> Sometimes the best thing you can hear is no. </em> Don’t let negativity deter you, even when it comes from experts. Use rejection as motivation and then defiantly prove the naysayers wrong by succeeding. Never underestimate your capacity to lead, even if leading wasn’t your original intent—as was the case for Bieniek. Be bold and unstoppable.":1,"#Insights from the Rearview Mirror":1,"#Innovators frequently face rejection. Therefore, you must develop emotional fortitude. <em ljsid-1=\"\"> Sometimes you </em> <em ljsid-3=\"\"> have to </em> <em ljsid-5=\"\"> be your own cheerleader</em>. Listen to feedback with an open mind but listen to your intuition as well. Find sources of inspiration you can turn to when you’re surrounded with negativity. Don’t indulge in self-pity. Keep moving toward your dream.":1,"#Everyone has an opinion. <em ljsid-1=\"\"> Be careful who you listen to</em>. Find mentors you can trust who’ll encourage you and tell you the difficult truths. Choose mentors for all the different areas of your life. Be wary of individuals who’ll pull you down to climb up. Seek balanced feedback.":1,"#Even when you achieve your innovation goal, you’re not finished. <em ljsid-1=\"\"> Don’t get lazy</em>. Conduct a postmortem to determine if your process is repeatable and could become a system. Solicit feedback from your team on what could be improved. Protect what you’ve created and foster your culture. Keep moving forward.":1,"#While your team is hard at work, your primary job is to protect them in every way. <em ljsid-1=\"\"> Be an umbrella and a shield</em>. Provide a barrier between them and everything that could be a distraction or derailment. Don’t concern them with a potential challenge until there’s an action they can take to overcome it. Have their back in every instance.":1,"#Every project has a “slog time,” or plateau, when you feel like you’re not making any progress. Persistence is what will see your project through to completion. <em ljsid-1=\"\"> Never </em> <em ljsid-3=\"\"> stop </em> <em ljsid-5=\"\"> never stopping</em>. Find ways to be mentally comfortable with waiting. Lean into the foundation of your culture, put one foot in front of the other, and make it through.":1,"#Leading Through the Barren Middle":1,"#One of the best things a leader can do for their team and their project is <em ljsid-1=\"\"> get out of the way</em>. Once you’ve defined your process and goal, put your plan in place, and empowered your team members to execute it, step back and let them do it. At this point, they should be well-prepared for continuous replanning. As your project moves forward, fix what needs to be fixed and leave the rest alone.":1,"#by Elizabeth Bieniek":1,"#Don’t forget to have fun! Celebrate at every opportunity. <em ljsid-1=\"\"> Have cake on Tuesday</em>. Make room for humor. Give out silly awards. Gamify everything you can to break down barriers and bond team members. Cheer each other on. Whenever work starts to feel tedious, counteract the tedium with levity.":1,"#<em ljsid-0=\"\"> Say it once, say it twice, say it again so you’ve said it thrice</em>. Document and communicate your plan repeatedly. Make sure you’ve addressed the what, how, and why of your project and that those specifics are crystal clear to everyone. Tailor your communications to your audience and use both verbal and written messages. Make internal communications more engaging through humor; it boosts morale and attention.":1,"#<em ljsid-0=\"\"> Empowered teams power through</em>. Ensure that your team members are fully aligned on goals, roles, and responsibilities and that they know they have your complete support to act on behalf of the project. Express your confidence in them in your communication plan and work tirelessly to remove any obstacles that could get in their way, including yourself.":1,"#Once your project is up and running, keep the momentum going. <em ljsid-1=\"\"> Don’t be a flat squirrel</em>. When in doubt, act. Though you’re the project lead, there may be times when you’re not available and a decision must be made to keep the project moving forward. Give your team permission to make those decisions. Reward initiative, decisiveness, and risk-taking. Be confident about your own decisions.":1,"#Add Oil and Reduce Friction":1,"#When it comes to planning, <em ljsid-1=\"\"> no detail is too mundane</em>. Planning can be the most crucial part of the innovation process. Drill down into each phase of your project and make sure you don’t miss a single detail. Curate every planning meeting for maximum productivity. Craft detailed agendas. Design your plan so that your project is executed in clearly defined phases. As phases become complex, break them down into smaller phases. These practices will help you more effectively manage any issues that arise.":1,"#<em ljsid-0=\"\"> Define your process and your culture</em>. It’s not just the work your team does that matters— it’s how they feel when they do it. Establish your cultural values, norms, and expectations immediately, then make sure they’re understood, embraced, and reflected in everything you do. Egoless collaboration was essential to the Webex Hologram project. Everyone’s contributions were equally valued. Bieniek led with transparency and as a partner. Align your operational culture with your team culture and make time for having fun together.":1,"#Don’t view pedigrees and résumés as absolute qualifiers. Be open to talent from unlikely places in unconventional packages and <em ljsid-1=\"\"> make room for interpretation</em>. Bieniek’s leadership journey was nontraditional. Those experiences led her to expect the unexpected, and she’s seen phenomenal results from that approach. Empower your people with ownership, nurture their potential, and they will excel.":1,"#The quality of your team members can make or break your innovation’s success. <em ljsid-1=\"\"> Rigorously vet your people </em> . Hire for attitude first, then train for the skills you need. Strive for one team with one goal and no egos. To ensure you have a balanced perspective on candidate suitability, create a cross-functional hiring team. Determine what motivates candidates and decide if it makes them a good fit for your team. Choose people who are committed to your idea, not just the idea of working on the project.":1,"#You must be able to convince others of the value of your idea in order to bring it to life. <em ljsid-1=\"\"> Nobody cares until you make them</em>. Your ability to sell is as important as your ability to create. First, determine your audience and tailor your pitch to match their interests. Present your idea in a way that makes it easy for them to say yes. Practice your pitch until you know it by heart and time your delivery to coincide with market readiness.":1,"#25 Lessons to Unlock Corporate Innovation":1,"#Set Your Idea in Motion":1,"#<em ljsid-0=\"\"> Always have a plan and </em> <em ljsid-2=\"\"> always be </em> <em ljsid-4=\"\"> willing to change it</em>. Good ideas aren’t enough to drive innovation. You must have a solid plan around your idea and be ready to adapt to the inevitably changing circumstances. Plan every detail. Webex Hologram was ideated as an experience, not a product. No experiential detail regarding the demo and pitch process was left undetermined. The team was fully committed to adapting and pivoting if necessary. There’s no final plan, only the latest plan.":1,"#When it comes to releasing your angel, <em ljsid-1=\"\"> keep it simple</em>. Focus only on your core idea and don’t be distracted by anything that’s not essential to it. Webex Hologram launched with only two customer-driven use cases. Keep your in-scope list to a minimum. Make sure you can explain your concept in very simple terms to anyone, anytime, and anywhere in a way they’ll understand. Be prepared with a short and long tagline and an elevator pitch.":1,"#Authorized by her manager to investigate the possibility of a disruptive enterprise collaboration technology, Bieniek embarked on a deep and wide process of information gathering and distillation. She explored any potential fringe technology she could find. Bieniek had a vision of what this technology would be, much like Michelangelo was able to see an angel within a block of marble. <em ljsid-1=\"\"> Find your angel in the marble </em> and persevere in releasing it from its confines.":1,"#When Bieniek was a child and complained about being bored or tired, her mother’s response was always <em ljsid-1=\"\"> go </em> <em ljsid-3=\"\"> outside</em>. Taking a walk and getting some fresh air is a good way to refresh your mind, body, and spirit. Stepping outside your comfort zone and opening your mind to new ideas is good for you and for your business. Go outside by admitting what you don’t know, then going in search of the answers.":1,"#When Bieniek was a child and complained about...":1,"#Doing the same thing the same way indefinitely and going along with the status quo is the path to obsolescence. Bieniek’s first tip is to <em ljsid-1=\"\"> be disagreeable</em>. Challenge how things have always been done and question common assumptions. Had Bieniek not challenged her manager about his team’s strategic approach to innovation over a cup of coffee one morning, Webex Hologram might never have come to fruition. Don’t be afraid to engage in healthy and respectful disagreements about new ideas. When you do, be ready to support your position with action.":1,"#Starting Is Hard":1,"#If you believe in your capacity to lead, build a committed team, and apply the 25 principles of people-focused innovation, you can accomplish anything you desire.":1,"#Always keep moving forward, whether you’re feeling discouraged, have reached a plateau, or have achieved your goal.":1,"#Clicking this link will redirect to relevant products for the Publisher Advantage Books.":1,"#Clicking this link will redirect to relevant products for the Author Elizabeth Bieniek.":1,"#Start by understanding the reality. Equip yourself with the latest data...":1,"#As a leader, you're frequently responsible for managing the retention-related challenges associated with compensation. So consider these 4 steps the next time pay becomes a problem.":1,"#Competitive pay is essential to attracting and retaining talent. Recent US job growth numbers highlight competitive hiring conditions in many sectors. Inflation places pressure on family budgets, and pay transparency allows people not just to imagine that the grass would be greener elsewhere, but to calculate exactly how much more green they might expect to tuck away in their wallets if they made a move.":1,"#Leaders who develop a reputation for engaging and growing their people distinguish themselves and their organization as employers that offer a lot more than just a paycheck.":1,"#Prepare for the inevitable. Make sure your retention plan is as robust as your training plan from day one. And know that some employees are going to leave for a bigger salary pop. Routinely prepare for this reality by cross-training your team and working your succession plans. Build a culture that celebrates growth both inside and outside the organization, honoring, celebrating, and maintaining positive relationships with those who choose to leave.":1,"#Leverage what's priceless. Personalize the employee experience. Can you offer project leadership or professional development that aligns with their ambitions? Or perhaps a flexible schedule to support their side projects or family life. People simply can't put a price on these creative, customized strategies.":1,"#Do your human homework. Money is a motivator, but it's not the only one. Connect with your team. Discover their drive. Is it growth, impact, recognition? Knowing this allows you to strengthen bonds and address their needs beyond the paycheck.":1,"#Start by understanding the reality. Equip yourself with the latest data on your company's compensation packages. Salary is just one piece of the puzzle. Bonuses and incentives, they play a part, too. Be prepared to highlight the range of benefits that make up a total compensation package. But remember, it's not just about telling your team they have it good. It's about showing them their worth to you and your organization.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Elena Grotto</a> </strong><strong ljsid-1=\"\"></strong>is a faculty member at the University of Chicago Booth School of Business and an executive vice president and head of the Chicago business transformation practice at Edelman. She works with senior decision makers at Fortune 500 companies as they stabilize the workforce during periods of significant change. Grotto manages culture and change programs that impact all phases of the employee journey—from attraction and onboarding to leadership development and retention.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Felicia Joy</a> </strong><strong ljsid-1=\"\"></strong>is a faculty member at the University of Chicago Booth School of Business where she conducts research and teaches MBA courses. She’s also an executive vice president of business transformation and the US head of behavioral science at Edelman where she advises Fortune 500 CEOs and senior leaders on the repositioning, recovery, or evolution of their organizations. Her strategies have helped clients make measurable improvements in profitability, operations, and culture. Joy has also led highly acclaimed nonprofit work, like the mental health advocacy campaigns “Silence Isn’t Treatment” and “Unspoken Curriculum,” for Taraji P. Henson’s Boris Lawrence Henson Foundation.":1,"#<em ljsid-0=\"\"> Executives believe they must focus on operational change only to demonstrate organizational values</em>. Although operational change is essential, remaining silent on an issue can be perceived as saying something as well. Consider adding one line at the end of a communication to acknowledge the issue and note that there might be disagreement.":1,"#<em ljsid-0=\"\"> Financial professionals claim lack of time to conduct personal conversations</em>. Data suggests that managing workplace culture is a wise use of time. Ask your team about their preferences rather than relying on assumptions.":1,"#by Elena Grotto, Felicia Joy":1,"#<em ljsid-0=\"\"> HR officers fear lawsuits will hamper culture plans</em>. Risk mitigation will always be a vital part of HR, yet there may be an opportunity to learn by watching others instead of scrutinizing and attempting to adhere to strict manual policies and training.":1,"#Healthy debate is necessary to meet the new workplace challenges, and counterpoints must be acknowledged. Consider the following notable counterpoints and how they might be addressed:":1,"#Notable Counterpoints to Consider":1,"#In addition, remember that culture isn’t one-size-fits-all. People shouldn’t be villainized for having a nuanced perspective. Summon the will to move on when you’re mad at someone or something. Understand that the messages that come from leaders are noticed and can set the tone for normative behaviors.":1,"#You can adjust your management style accordingly as you continue to practice the seven necessary skills. Start by defining, talking about, and acting on the concept of flexibility, viewing the time you spend listening as a vital use of your time, and building a solid relationship with those who have a finger on the pulse of what’s needed culturally in your organization.":1,"#The Consummate Business Leaders":1,"#As role models, it’s essential to turn to several faith-based practitioners and nonprofit leaders who are currently trained in and practicing this new managerial skill set. Best practices include viewing listening as a passive activity, deflecting the impulse to rush into a decision, and humanizing others. In addition, today’s best managers understand the difference between orchestrating a conversation and scripting one, can listen and form a hypothesis of best intentions behind words, and can represent others by having enough information, knowing the limitations of information, and avoiding generalizations.":1,"#The Consummate Community Leaders":1,"#Part IV: Learning from Leaders in Action":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> H</strong></em><em ljsid-1=\"\">old on </em> to forgiveness.":1,"#The New Purpose of Workplace Culture":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> C</strong></em><em ljsid-1=\"\">ommit </em> to forgiveness.":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> A</strong></em><em ljsid-1=\"\">ltruism </em> is a gift.":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> E</strong></em><em ljsid-1=\"\">mpathize </em> with the other person.":1,"#<em ljsid-0=\"\"> <strong ljsid-0-1=\"\"> R</strong></em><em ljsid-1=\"\">ecall </em> the hurt.":1,"#Given today’s diverse workforce, it’s important to practice the act of forgiveness. You can model and teach your teams how to forgive by following the <em ljsid-1=\"\"> REACH </em> approach:":1,"#To build and maintain an effective culture at work, you must learn how to persuade others by adopting a calculated influence strategy. When you’re likeable and like others, you create a positive feeling for all parties that makes everyone want to work together. Start by anchoring any culture-based request, plan, or strategy back to the business data, then point out how this action will advance your stated organizational values or mission. To achieve the best solutions, resist the pitfall of avoiding compromise, avoid the hard-charging “this must be done now or else” approach, and be sure to communicate that you’re reasonable.":1,"#The Art of Persuasion and How to Forgive":1,"#Build your belief.":1,"#Accept and account for your limitations.":1,"#Align on team values.":1,"#Understand what’s most important to each team member.":1,"#As a manager, you act as a trustee and must represent your team responsibly and well. Embrace the following four key actions to responsibly represent your colleagues:":1,"#When you must make a difficult organizational decision, articulate your values as a leader and define the values of your team. Your decision-making framework may take either a qualitative or quantitative approach or be better suited by using a “culture issues scorecard” to help you get close to a decision regarding a complex matter.":1,"#Decision Architecture and Responsibly Representing Others":1,"#Give honest and frequent feedback.":1,"#Create empathy-inducing environments.":1,"#Get to know each person on your team.":1,"#Consider empathy as a leading managerial characteristic and start framing it as a strength in your organization. Embrace an empathy mindset and explore the following best practices to ensure your colleagues know and feel cared for when they face a challenge:":1,"#The Nuts and Bolts of Empathy":1,"#The pretender.":1,"#Clicking this link will redirect to relevant products for the Authors Felicia Joy.":1,"#The answer man.":1,"#The perseverator.":1,"#The preamble.":1,"#The grouch.":1,"#The opinionator.":1,"#Note that attention and intention are critical to good listening. Be sure to avoid the following six listening archetype pitfalls:":1,"#Ask yourself whether you’re an analytical, relational, critical, or task-focused listener and scale your conversational approach accordingly. Pay attention when you’re supposed to be listening and sit in a chair that doesn’t allow you to get distracted. Put your phone down, look your conversation partner in the eye, repeat back what you heard them say, and practice the discipline of refocusing if you become distracted.":1,"#The Mechanics of Listening":1,"#Commit to action.":1,"#Explore the question.":1,"#Felicia Joy":1,"#Clarify the topic.":1,"#Practice and build trust with low-stakes issues before you tackle more emotionally charged situations, and engage in effective conversations by using the following framework:":1,"#To be an effective manager, you must pay attention to communication, particularly when it comes to being responsive to the needs and expectations of the workplace for today’s whole human worker. This requires you to shift from clarity and compliance communication issues to solving identity and values communication issues that include acknowledging the impact of tension, allowing time and space for people to process, and noting that management will need to rescope the problem to something that can be solved, acted upon, or accepted.":1,"#The Design of Valuable Communication":1,"#Part III: Workplace Culture Skills":1,"#It’s imperative, therefore, to be—or hire—a <em ljsid-1=\"\"> people manager </em> who can not only understand the components of business, but manage teams and keep work productive, fulfilling, inspiring, and engaging, all while allowing a diverse group of employees to express their true selves and beliefs. In addition, today’s managers must want the job of shepherding, developing, and coaching people, and must be willing to invest time into sharpening the skills required to best understand and care about all people as whole humans.":1,"#The problems of the 21<sup ljsid-1=\"\">st</sup> century can best be solved when organizations and governments collaborate, cooperate, and recognize that the purpose of corporations is no longer to maximize shareholder value but to maximize stakeholder value. Power that was previously enshrined at the top must be distributed throughout organizations where members can come together and learn new ideas, meet new people, and expand their minds.":1,"#A New Angle to Finding Personal Purpose at Work":1,"#No longer are you allowed to claim “that’s not my job” when confronted with a task outside your specific job description. The role of guiding workplace conversations and building culture isn’t confined to human resources (HR) any longer, but runs up, down, and across your organizational chart. Whether you’re part of a start-up or a mature, established organization, it’s important to note that culture work is scalable, belongs to all of us, and is required regardless of the seniority of your role or the level of buy-in across your organization.":1,"#This Is Not the Work of HR Alone":1,"#Clicking this link will redirect to relevant products for the Authors Elena Grotto.":1,"#Forgive.":1,"#Represent others.":1,"#Shift your thinking, adopt a people-first managerial mindset, and focus on developing the following seven skills:":1,"#Studies show that most employees view their workplace as their second most significant source of community. It’s imperative, therefore, that managers act from a place of trust and become skilled organizational leaders as well as community leaders who create connection, engagement, and a purpose-driven work ethic.":1,"#How to Mange Whole Humans":1,"#Elena Grotto":1,"#Part II: Managers as Workplace Community Leaders":1,"#As a leader, push yourself by writing down your strengths and weaknesses, considering the perspective of your workers, and asking a trusted mentor how they approach workplace culture. When you stand idly by and remain silent, your actions are loud.":1,"#Organizations that resist change, such as Blockbuster, Motorola, Blackberry, and Kodak, illustrate the negative effects of ignoring the changing culture. Employees want to work at organizations where purpose is evident in the organization’s values, behaviors, and ways of working. Employers must therefore pivot and embrace an evolved approach to workplace culture if they want to remain relevant, strategic, and successful.":1,"#What’s at Stake: Silence Speaks Volumes":1,"#Since the COVID-19 pandemic, employees desire a more flexible and balanced work experience and no longer feel they must “check their feelings at the door.” Managers must therefore be prepared to have the tough conversations, develop the necessary “people skills,” and be prepared to create a sense of belonging based on shared values which will subsequently attract and retain top talent.":1,"#Due to shifts in demographics and the creation of a more diverse, emerging populace, today’s employees see the power and benefits of diversity, equity, and inclusion, while employers see a higher performance level when they support the “whole human.” Studies show that the whole human employee not only cares about organizational metrics, but actively and openly expects their employer to help them with their mental and physical health, societal and cultural competence, and their emotional intelligence and maturity.":1,"#Due to shifts in demographics and the creation of a more diverse, emerging populace, today’s employees see the power and benefits of diversity, equity, and inclusion, while employers see a higher performance level when they support the “whole human.” Studies show that the...":1,"#Every individual has an instinctive desire to survive and be part of a group. When you experience a sense of belonging, recognition, and security, you’re able to innovate, feel more comfortable acting on societal issues at work, and feel assured that you’ll survive when a threat does occur.":1,"#The Working Human and the Whole Human":1,"#Part I: A Changed Workplace":1,"#Bolster your business education and embrace the power of partnership to achieve greater organizational impact.":1,"#Lead with clear values and behaviors to gain a decisive competitive advantage.":1,"#View persuasion and forgiveness as strengths and discover how to responsibly represent others.":1,"#Ensure all job types and levels play a critical role in building a positive workplace culture.":1,"#Learn how to lead effectively by conversing, listening, and empathizing to best serve the whole human worker.":1,"#Embrace seven new managerial skills to best address today’s employees’ workplace expectations.":1,"#The workplace of today isn’t your parents’ workplace. In <strong ljsid-1=\"\">I Don’t Just Work Here</strong>, professors Felicia Joy and Elena Grotto use case scenarios, research, and direct experience to teach leaders how to expand their skill set and effectively navigate the new expectations and demands of today’s workplace culture. By applying seven skills and related frameworks, leaders of all levels can create an environment where not only a better product is developed, but where people are supported in becoming and preserving their better selves.":1,"#ISBN: 978-1-63774-468-0":1,"#©2024 by Felicia Joy and Elena Grotto":1,"#Passionately generating meaningful innovation can be likened to achieving your deep gladness while feeding the world’s deep hunger. If you’re too focused on fulfilling your passion, you’re more likely to overlook the deep hunger authentic demand represents, become stuck, and fail at innovating. To innovate successfully, you must step out of this frame, put yourself in the right innovation environment, and deliberately follow a process that eliminates your blind spots.":1,"#Your Deep Gladness and the World’s Deep Hunger":1,"#Expect DPI collection to be time-consuming and thought-provoking. In combination with situation diagrams, DPIs drive an ongoing loop of activity that creates the foundation for deliberate innovation based on authentic demand.":1,"#Influencing the innovation team to actively engage with the customer’s situation to fulfill authentic demand.":1,"#Providing insight into what would be meaningful to the customer’s situation.":1,"#Determining which content should be included in a situation diagram.":1,"#DPIs serve three purposes:":1,"#DPIs are often open-ended conversations where the focus is on listening rather than directing the conversation. The revelation of non-indifference is crucial to uncovering an authentic demand that’s not overtly expressed, including one a customer may be completely unaware of.":1,"#<em ljsid-0=\"\"> Documented primary interactions (DPIs) </em> are another key part of the deliberate innovation process. DPIs are recorded interactions with participants in a particular situation. Their purpose is to reveal whether an individual is indifferent or non-indifferent to a potential change. Indifference and non-indifference are indicators of not nots.":1,"#Uncovering Authentic Demand with DPIs":1,"#Clicking this link will redirect to relevant products for the Authors Daniel Sabbah.":1,"#Consider tandem diagrams of different but interrelated individuals within a situation to add greater context. Probing into these diagrams can lead to insights and a deeper understanding of behaviors and needs.":1,"#<em ljsid-0=\"\"> Channels </em> through which a resource is delivered.":1,"#<em ljsid-0=\"\"> Relationships </em> with others that enable the action.":1,"#<em ljsid-0=\"\"> Equipment or resources </em> the individual will use to execute that action.":1,"#<em ljsid-0=\"\"> Actions </em> an individual will typically engage in.":1,"#Diagramming customer situations is a crucial aspect of finding and addressing authentic demand. <em ljsid-1=\"\"> Situation diagrams </em> are four-box matrices that describe the following:":1,"#Diagramming Situations to Uncover Authentic Demand":1,"#<em ljsid-0=\"\"> Use a common language</em>. Enhance communication through meaningful terminology.":1,"#<em ljsid-0=\"\"> Establish Odysseus bargains</em>. Agree on methods for debiasing your process.":1,"#<em ljsid-0=\"\"> Attend </em> <em ljsid-2=\"\"> to </em> <em ljsid-4=\"\"> process</em>. Be deliberate in discovering and addressing unmet authentic demand.":1,"#Daniel Sabbah":1,"#<em ljsid-0=\"\"> Pay attention to indifference</em>. Indifference is a signal you’re going in the wrong direction.":1,"#<em ljsid-0=\"\"> Cadence</em>. Plan regular activities that support your process.":1,"#<em ljsid-0=\"\"> Radical candor</em>. Be objectively honest and outspoken.":1,"#<em ljsid-0=\"\"> Unconditional positive regard</em>. Always respect one another.":1,"#Operate your innovation lab based on these principles and practices:":1,"#Competent innovation requires more than a great idea or the ability to invent something new. It must take place within an environment of collaboration and community between innovators who understand the basic principles of competent innovation, including uncovering authentic demand and becoming unstuck.":1,"#Decontaminating the Innovation Lab":1,"#<em ljsid-0=\"\"> Confirmation bias</em>. Don’t seek affirmation for your preconceived notions.":1,"#<em ljsid-0=\"\"> Fundamental attribution bias</em>. Don’t attribute qualities to individuals based on their behavior without considering context.":1,"#<em ljsid-0=\"\"> The lure of features</em>. Don’t confuse offering feature-driven benefits with fulfilling authentic demand.":1,"#Clicking this link will redirect to relevant products for the Authors Merrick Furst.":1,"#<em ljsid-0=\"\"> The curse of knowledge</em>. Don’t allow what you already know to stop you from discovering what you don’t know.":1,"#In deliberate innovation, you must overcome four issues:":1,"#The challenge all innovators face is that when you ask people what they want, they may not be aware of what they really want, so they’ll tell you something they’d like. If you target innovation toward their response without fully understanding what they really want, you’ll fail, because you’re not innovating based on authentic demand.":1,"#The conundrum around the failure of Damballa continued to perplex the developers. All the value propositions seemed to be solid and acceptable to customers, yet Damballa wasn’t selling. The insight that changed the developers’ approach was that leading with value propositions, where you expect a behavior to result from a need, doesn’t apply to innovation. The waking dream of cognitive illusions and biases the development team was contending with represents the <em ljsid-1=\"\"> umwelt </em> of the human psyche—how we perceive our world.":1,"#Contending with the Waking Dream":1,"#Damballa’s developers’ assumption was that companies would eagerly embrace a solution that could prevent millions of dollars in losses and protect against fraud. The value propositions seemed obvious. However, adoption lagged. Though there was a market for the product, the uptake wasn’t anywhere near the developers’ expectations. Eventually the product failed.":1,"#Damballa was conceived as a solution to the highly damaging threat and influx of bot-driven computer viruses. Though the four standard stuck categories were quickly addressed in the innovation process, the fifth, authentic demand, proved to be allusive.":1,"#The seeds of deliberate innovation lie in the intention to uncover the <em ljsid-1=\"\"> not </em> <em ljsid-3=\"\"> nots</em>. In many situations, not nots aren’t obvious, and they’re typically discovered by accident. Even when they’re made apparent, it can be difficult to engage others in their significance.":1,"#Beginning to Innovate Deliberately: The Mystery of Damballa":1,"#Part Two: Deliberate Innovation":1,"#Merrick Furst":1,"#The primary challenge in formative innovation is being the outsider. You can spend considerable time, energy, and resources in getting noticed in what seems like an indifferent environment. You must highlight how you’re meeting an unrecognized demand.":1},"version":197211}]