[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文(简体)","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"phrase":"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes","candidate":"#","variables":["<var hour=\"\"></var>","<var minutes=\"\"></var>"],"regex":"^#([\\d ]{1,2}):([\\d ]{1,2}) minutes$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":202481},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":202481},{"_id":"outdated","outdated":{"#Visible range of carousel items is 8-9 of 9":1,"#Visible range of carousel items is 7-8 of 9":1,"#Visible range of carousel items is 5-6 of 9":1,"#Visible range of carousel items is 3-4 of 9":1,"#Visible range of carousel items is 1-4 of 9":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Marisa Santoro</a></strong> is a motivational speaker, corporate leadership trainer, diversity and inclusion consultant, and career coach. Clients include American Express, UBS, Anheuser-Busch, Sony Music, New York University (NYU), and many more. She’s a former Wall Street IT executive with a two-decade career in financial services, a TEDx speaker, and honoree of the Woman of Influence award from <em ljsid-2=\"\">New York Business Journal</em> and bizwomen.com. Santoro is the CEO and founder of the career platform In Our Shoes (www.InRShoes.com) and the professional development online school and community Gutsy Leadership Academy (GLA). She’s also a national career columnist at <em ljsid-4=\"\">American City Business Journals (ACBJ)</em>.":1,"#When you hear and value your intuition, you can build the inner sense of trust you need to take bold steps forward, you can find the confidence to pursue your biggest goals, and you can allow your drive and purpose to steer you rather than second-guessing where you might go.":1,"#Through these activities, allow your mind to bring new thoughts to the surface. Focus on what your mind tells you. Explore those ideas, trust them, and see where they take you.":1,"#Be of service to others.":1,"#Meditate or do activities that quiet your mind.":1,"#Engage in creative work.":1,"#Do things that make you feel light, playful, and carefree.":1,"#There are numerous ways to find and start listening to your inner voice. Most involve letting go and giving your mind a rest from its constant searching for solutions. You can start strengthening your intuition with the following strategies:":1,"#Unfortunately, few people are taught when and how to use their intuition. Instead, they’re coached to rely on what they can see, measure, and experience rather than what they perceive. That line of thinking is limiting, and it keeps many from acting on impulses that could bring about major victories.":1,"#Many of Santoro’s strategies require you to lean on what you know to be true. Your intuition is a powerful tool in your arsenal, and honing it can be the key to your success.":1,"#Honing Your Intuition":1,"#Rely on conversation and stories to boost understanding.":1,"#Don’t overexplain your viewpoint.":1,"#Don’t give time to matters unrelated to the topic at hand.":1,"#Coach yourself by engaging in positive self-talk and letting go of limiting beliefs.":1,"#State your intention clearly, regardless of how it may sound or be perceived.":1,"#Remove phrases like “I’m just checking in” and “I’m just calling because” from your requests, because these signal that you’re apologetic for what you need.":1,"#Here are some tips to help you speak confidently:":1,"#You can overcome self-doubt by returning to your personal power and reclaiming confidence in your value. Make it a practice to reaffirm what you know and are capable of achieving, what you’ve done, and why you know you can achieve great outcomes in the future. Never apologize to yourself or others for the time you need from them or the asks you’re about to make.":1,"#Self-promotion, sharing your successes, and vocalizing your needs are all important to owning your authority, but for many, self-doubt creeps in and keeps them from speaking up with confidence. Their faith in their abilities waivers, and panic sets in about whether they really know what they profess and can achieve the outcomes they claim.":1,"#Speaking Without Apology":1,"#Being persistent—but not pushy—with your request.":1,"#Being polite in pushing back on a “no.”":1,"#Projecting a positive result on those whom you ask for help.":1,"#Starting the conversation with calmness and confidence.":1,"#Detaching yourself from the outcome and expecting a person to say “yes” to you.":1,"#Leaning on your inner voice to direct the steps you take to find a “yes.”":1,"#Relying on your intuition to know how and when to make an ask.":1,"#Listening to your gut on who to ask.":1,"#If hearing “no” continues to hold you back from your asks, try the following strategies. Many professionals have used these to bounce back from a “no” and drive more positive outcomes. These strategies are:":1,"#Practice asking others for help, time, and support, and you’ll find that, in many cases, you’ll receive it. At times, you may hear “no,” or you might get radio silence in return. Don’t let those responses deter you. Be curious about people’s responses, be persistent in following up, and if their answer remains “no,” make the same request of others.":1,"#For many, the simple act of asking is a challenge. Fears of hearing “no” or being seen as a person who doesn’t have everything under control can be overwhelming. However, overcoming these fears and learning to ask for things consistently can help you achieve greater goals and attain those outcomes even faster than you might by going it alone. Also, making those asks can demonstrate to others that you trust them and are invested in their performance.":1,"#There’ll be many moments in your career when you’ll need to make an ask. For example, you may need to request more resources, a larger budget, clarity, or more time to accomplish an objective.":1,"#Yes! Ask and Expect It Every Time":1,"#Finally, be sure to look beyond networking events to build your sales pipeline. Consider sitting on a career panel, joining a board of directors, participating in a mentoring event, catching up with a college alum, or agreeing to an interview to share your leadership ideas. Getting your voice and message out through any of these means can help you connect with new groups of people who may need your services or be able to help you in some way.":1,"#As you network, remember the law of reciprocity. Ask others about what they do and what kinds of referrals they’re looking for. Then, look for ways to add value. Being of service to others often rewards you in dividends.":1,"#Share this message clearly and with confidence. Then, gauge how others respond to it. Your message may need to be tweaked if you notice others reacting to it with confusion, discomfort, or boredom. You may need to simplify your message, infuse it with passion, or make sure it sounds genuine to help it resonate more effectively with others.":1,"#What you’re looking for.":1,"#What you’re capable of doing.":1,"#How you lead.":1,"#Who you are.":1,"#You don’t need to be aggressive to network successfully. Instead, you simply need to be open, friendly, and prepared with a message that makes four specific points:":1,"#Many people hesitate to network, but it offers many benefits. Networking can help you find and connect with people who need precisely what you have to offer. It can help you foster trust. It can also be the first step in building partnerships that will lead to advocacy and referrals to your services. Conducted the right way, networking can help you build relationships that unlock opportunities that, otherwise, you may never find.":1,"#It’s important to know your value and see that you can use it to lead others, but you can’t lead without finding people who can benefit from what you offer. Networking can help you find those people and create rich, dynamic relationships with them.":1,"#Fearlessly Network: Build Your Professional Pipeline":1,"#When you look at thought leadership through this lens, you can overcome the “fraud factor” many professionals experience when advising others. Instead of assuming power with little substance to back it up, you’ll leverage what you know and have already done to benefit others. You’ll rely on real-life experiences—and your innate curiosity—to influence, innovate, and transform outcomes. And, importantly, you see each new challenge as a way to build more knowledge and attain new skills that will allow you to continue assisting others in the future.":1,"#Owning the role of thought leader will require you to take what you know and have experienced and apply it to form new standards, ideas, solutions, insights, and recommendations for others that will make a real, meaningful impact. As a thought leader, your objective is to inform, offer value, and motivate the people around you to help them make sense of their worlds and work toward the bottom-line results they aim to achieve.":1,"#<em ljsid-0=\"\">Thought leadership</em> is a term many professionals shy away from, doubting they have what it takes to earn that title. But when you see thought leadership for what it is—a self-awareness that you have knowledge and skills you can lean upon to help others—the term might seem more fitting.":1,"#Throughout your career, you’ve gained knowledge, skills, and experiences, and you’ve leveraged them to help yourself and others advance. These successes make you a thought leader and a credible authority who can influence action for others in your field.":1,"#Own Your Authority as a Thought Leader with Influence":1,"#These three simple steps can help you self-promote with a natural, enthusiastic energy others embrace. They can also help you gain trust and be seen as a competent, compelling leader.":1,"#Back up your ideas with your credentials, experiences, successes, and the core leadership assets you possess that can help them accomplish their objectives.":1,"#Share your ideas for a path forward. Make sure their goals are clearly represented in your proposal.":1,"#Listen to others talk about what matters. Ask about their needs, goals, and constraints.":1,"#Self-promotion feels unnatural for many—it isn’t always comfortable or easy to market yourself to others—but one tactic can make this effort far easier: remembering to align your message with other people’s <em ljsid-1=\"\">why</em>. Be sure that your message connects what you can do with helping others realize outcomes that matter to them. The following three steps can help you form this type of message:":1,"#Finally, you must learn to communicate that value in ways that resonate with others. To do this, you’ll need to tap into your charm, charisma, and authentic personality. The words you use—and how you use them—will fold into a new, essential strategy: self-promotion.":1,"#Next, you must find ways to own your unique value. Start by forming a clear definition of what you can deliver to others. Identify who can benefit from what you know, what you can do, and how you perform. Then, quantify the results they can expect.":1,"#Each answer can bring your closer to forming your unique value proposition. You can refer to this value proposition as your personal brand.":1,"#What principles or practices do I cling to that can help me establish a name for myself?":1,"#What have I been commended for accomplishing?":1,"#What skills can I offer?":1,"#What’s my expertise?":1,"#What do I expect others to turn to me for?":1,"#There are several questions you can ask yourself to find your value:":1,"#If you want to be an inspiring leader, you need to use the opportunities you’re given to communicate your value. The stumbling block for many leaders is knowing what that value is or what they have to offer.":1,"#Self-Promote with Ease and Authenticity":1,"#Find success by believing you can attain it. Allow your intuition to help you visualize the path forward and what you need to do to achieve your loftiest goals.":1,"#An important part of leadership is knowing who you are and what you want, but you also must excel in finding and connecting with people who want what you’re selling. Learn to present your ideas, insights, requests, and goals with confidence and back them up with the credentials you have through your knowledge, skills, and experiences.":1,"#Intuition can help you uncover the value you offer others and the authority you have to lead them to success. By reflecting on who you are, what you know, what you can do, and what you want to achieve, you can create a value proposition that drives your words, actions, and paths forward.":1,"#One of the core skills of a great leader is intuition. Though it’s often overlooked in favor of more rational, practical, and measurable skills, intuition is the key to effective self-promotion, sales successes, confidence, and the delivery of winning ideas.":1,"#Eager to be valued, trusted, and seen as a leader worth following? Rational decision making alone won’t get you there. In <strong ljsid-1=\"\">Own Your Authority</strong>, Marisa Santoro explains that leaders need to tap into their intuition and find mindful, responsive energy; self-trust; and grace under pressure. This type of “gusty leadership” can give you a confident conviction that you’ll find the right paths forward for yourself, others, and your organization.":1,"#©2021 by Marisa Santoro":1,"#Follow Your Instincts, Radiate Confidence, and Communicate as a Leader People Trust":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">David Marquet</a> </strong>is an expert on leadership and a nationally recognized speaker. As the captain of a nuclear submarine, he created Intent-based Leadership. Marquet is the author of the best-selling <em ljsid-2=\"\">Turn the Ship Around!</em> <em ljsid-4=\"\">A True Story of Turning Followers into Leaders,</em> chosen by <em ljsid-6=\"\">USA Today</em> as one of the top 12 business books of all time. A life member of the Council of Foreign relations, he was named to the American Management Association’s “Leaders to Watch” list.":1,"#So, instead, number one: Vote first, then embrace the outliers. Now when you have to make a decision it's explained, and the people feel like they've participated. You'll make better, stronger decisions even though it might feel like it takes a little bit longer.":1,"#I always like to listen to the outliers first, because once we listen to the group, it's harder for the outliers emotionally to speak against the group. Now, in a trusted environment this can all be open, but sometimes you have to do the voting anonymously. Vote first, then embrace the outliers. Now if you still have to make the decision, you've got the most possible information. The job of the leader in the meeting is not to drive to consensus, it's actually to embrace diversity, and I think a lot of times we get this wrong. We have these ideas that we want to bring in diverse people with diverse backgrounds with diverse thinking, and we put them in a meeting and we beat all the diversity out of them; we build consensus by the very nature of the way we run the meeting.":1,"#Then—and this is very important—look for the <em ljsid-1=\"\">outlier</em>. You want to embrace the outlier. A whole bunch of dots over here; one person’s got a dot over there. <em ljsid-3=\"\">That's</em> the dot I'm interested in, right? It's the outlying position. The water in Flint, Michigan is fine, except one person is saying it's not, the outlying position: correct position. Even if the outlying position isn't 100% correct, it will help inform our decision, so then we're going to have a discussion and we listen to the outliers.":1,"#Let's vote. So for example, in this last case, I would roll out the chart and I'd say, \"Okay, here's the deal. I want everyone to put a dot on the chart where you think we should go,\" and I would be very neutral in terms of what I thought. I wouldn't let on what I thought, and then there will be a whole bunch of dots.":1,"#So the better way to do it is:":1,"#So the problem is, if you're the leader, you want to resist showing your cards, and you want to see what the team thinks <em ljsid-1=\"\">first</em> before you’ve got to make a decision. Here's the way to do it: Vote first, then discuss. Most people do it in the opposite. They discuss something first and then they take a vote, and the vote tends to be like a binary Roman vote. The result of this is that we reduce all variability and reduce diversity of thought, because during that discussion people are naturally gravitating into a smaller and smaller pool of thinking, and it's usually probably around your thinking. And if everyone is thinking like you, you don't need them.":1,"#One of the things we think we do as leaders is make decisions, and that feels good to make decisions, but I want to put a little twist on that. Let's say your job as a leader is to help other people make decisions and to make the smartest decisions possible. So, when I was the captain on the <em ljsid-1=\"\">USS Santa Fe</em>, we’d get together and I would make the mistake of saying something like, \"So, do you guys think we should go over here?\" And they were like, \"Oh yeah, captain. That's the best idea ever.\" What's the problem? I'm speaking first, they know what I think, and they're all going to jump on board.":1,"#Source:":1,"#or Chuck can be reached via email at chuck@chuckgallagher.com or by phone at 828.244.1400.":1,"#is the President of the Ethics Resource Group and an international expert in business ethics. Chuck provides training, presentations and consultation with associations and companies on ethics and creating ethical cultures where people do the right thing, not because they have to, but because they want to! Information can be found at":1,"#What keeps people between the ethical lines is shared accountability. We are our brother's keeper. If one is to be kept within the ethical lines then we must not only have the road signs (ethics policy), but the practical means to correct behavior. As stated earlier, 42% of the time ethical blunders are reported by co-workers or those who witness the issue. And while \"whistleblower\" carries a negative connotation, the reality is someone who cares enough to call \"foul\" to unethical actions is the most valuable ethics asset and organization has.":1,"#5. Encourage Accountability.":1,"#most ethics training is boring! It centers on the rules and never gets to the heart of what motivates human behavior. And, frankly, if we don't understand what starts folks on that slippery slope downward into the unethical realm, then we miss the opportunity to change behavior before it is too late. Effective training should move beyond just what's included in the ethics and compliance policy and cover (a) why people make unethical choices (b) what can be done to prevent unethical choices and (c) what motivates our behavior. Telling someone what to do is far less effective than helping them see the value in consistently making ethical choices.":1,"#4. Train, Train, Train! Let's be honest:":1,"#Large companies have clearly drafted ethics and compliance policies that employees are expected to understand and follow. The smaller the company, the less likely there will be a clearly written ethics policy. But large or small, the challenge for all companies is communication about what is acceptable and unacceptable. Creating an ethics policy and training it effectively are keys to exposing rationalization and improving ethical behavior within an organization.":1,"#3. Be Clear About what Ethical Behavior Looks Like.":1,"#When a human makes a choice, any choice, there are typically three components that come together that allow a choice to be made and move forward: (1) need, (2) opportunity and (3) rationalization. While, as employers we have little control of an individual's need, we do have some level of control over opportunity to make ethical choices and how one might rationalize behavior.":1,"#2. Understand the Three Components of Human Behavior that Lead to Ethical Lapses.":1,"#is a natural progression of what many call a \"slippery slope\" of human action. This progression allows small infractions to go unnoticed or unreported until the day people or companies are in the midst of a full-fledged ethics disaster. Sam didn't \"intend\" to act unethically; he felt that he was doing the right thing by treating his subordinates to something beyond the norm at the company function. His challenge was figuring out who would be responsible for the expense. The challenge with his ethical choice was a common problem: Rationalization.":1,"#1. Recognize That Unethical Choices Never Start Large. The \"Unethical Continuum\"":1,"#by":1,"#Publisher":1,"#Author":1,"#Resources":1,"#In her work with Oracle’s EMEA (Europe, Middle East, and Africa) group, Ditte Kolbaek developed Proactive Reviews as a means of providing effective knowledge sharing within a company or organization. She believes this can be done through a specific structure and time frame, with certain people involved playing certain roles so that companies can learn how to improve their processes. Only when people learn from past experiences can they avoid making the same mistakes, and only then can they repeat their past successes. Businesses benefit from encouraging constant learning so that they can improve, grow, and move quickly to the next great, revenue-generating idea.":1,"#Proactive Reviews":1,"#Managers are too often slaves to the vertical silos depicted on organizational charts. Instead, Geary A. Rummler and Alan P. Brache argue in Improving Performance, that managers should understand and manage their organizations as a set of processes that move horizontally through the white space separating the functional areas depicted on the organization chart. The authors show how to consider the organization, process, and worker levels in order to improve processes and thereby improve overall performance. Their method provides tools for finding and correcting performance issues, an engine for continual improvement, and a road map to guide an organization. The Rummler-Brache methodology promises a customer-driven company with fewer interdepartmental conflicts, participative management, and better worker performance along with a higher quality work life.":1,"#Alan P. Brache, Geary A. Rummler":1,"#Improving Performance":1,"#The Profitable Consultant tells beginning management consultants how and why to get started. Jay Niblick advocates and explains processes called “education-based marketing” and “the diagnostic sales process.” Consultants learn how to generate sales without selling, except for closing. These strategies are unconventional, but becoming widely popular. Consultants can employ many described strategies that will make business come to them. The Profitable Consultant also makes detailed cases against undercharging and accepting undesirable clients and for other practices that increase profitability, how to price consulting, and how to develop materials that provide residual income.":1,"#Jay Niblick":1,"#The Profitable Consultant":1,"#Many individuals strive to make the transition from subject matter expert to successful consultant. However, subject matter expertise only accounts for about 75 percent of a successful consulting engagement. The other 25 percent relates to customer and team management skills. As a result, not everyone succeeds in making the transition in the professional services world. Failed engagements are problematic for consultants and for their clients, from the standpoint of profitability and reputation. In The Seven Principles of Professional Services, Shane Anastasi describes the practices and frameworks he has used repeatedly to transform unhealthy professional service teams into growth engines that are committed to customer success. The results are fewer escalations, happier clients, less downtime, and higher profit margins.":1,"#Shane Anastasi":1,"#The Seven Principles of Professional Services":1,"#Many military and civilian leaders focus on leading people and overlook the importance of leading processes. In The Diamond Process, Mike J. Diamond and Christopher R. Harding present a compelling method for managing both. They prescribe a scalable solution that can help leaders set clear courses for their organizations and establish the right balance of resources and processes to achieve their goals.":1,"#The Diamond Process":1,"#While businesses are struggling with economic problems in today’s market, jobs are changing, and employment is unstable. Professionals are grappling with thoughts concerning whether they should strike out on their own and add “entrepreneur” to their résumés. However, before they take the plunge, Joel Gendelman, author of Consulting Basics, suggests that they should develop a plan. His book provides information to help readers decide whether they are prepared and have the skills and traits necessary for the consulting life. It also helps professionals plan their transition from the corporate world to the world of consulting. Gendelman shares his successes and pitfalls he experienced as he grew his career as a consultant.":1,"#Consulting Basics":1,"#The Oracle Way to Consulting by Kim Miller provides insight into what makes Oracle’s consultants some of the most respected consultants in the industry. Professionalism, managing client behaviors, clear communication, and tackling unexpected challenges are all necessary to be a successful consultant. Miller focuses on how consultants can best plan for their own futures and be the architects of their career paths.":1,"#Kim Miller":1,"#The Oracle Way to Consulting":1,"#Does your process improvement method look like a line rather than a circle? Tim Clancy offers tips on how to incorporate customer experience and feedback to gain better insights and improve problem solving.":1,"#How to Solve Complex Problems":1,"#Most companies are so focused on innovating their products that they ignore their business processes, which in turn become complex, rigid, and obsolete. In Revolutionizing Business Operations, Tony Saldanha and Filippo Passerini outline 12 action steps for developing processes that are capable of continuous evolution. By following these steps, you can reduce your company’s operational errors, strengthen its ability to adapt to customers’ changing needs, and generate new business opportunities.":1,"#Revolutionizing Business Operations":1,"#136 Results found for <span ljsid-1=\"\">\"consultoria de procesos\"</span>":1,"#Do be generous.":1,"#Do be human.":1,"#Do deliver the message immediately and clearly.":1,"#Do prepare and practice.":1,"#the-value-of-a-whistleblower":1,"#<strong ljsid-0=\"\">Chuck Gallagher</strong> is the President of the Ethics Resource Group and an international expert in business ethics. Chuck provides training, presentations and consultation with associations and companies on ethics and creating ethical cultures where people do the right thing, not because they have to, but because they want to! Information can be found at <a ljsid-2=\"\">http://chuckgallagher.com</a> or Chuck can be reached via email at chuck@chuckgallagher.com or by phone at 828.244.1400.":1,"#Ethical missteps are all the same; they will eventually lead to a negative outcome. Little infractions that go undetected or unreported often lead to larger infractions until \"unethical\" becomes \"illegal\". Perhaps we should reframe or replace the word \"whistleblower\" with \"ethical partner\". One thing is certain: ethical choices are empowered choices and that is certainly one critical component of business success.":1,"#When in Doubt, Do the Right Thing!":1,"#<strong ljsid-1=\"\"> 5. Encourage Accountability. </strong> What keeps people between the ethical lines is shared accountability. We are our brother's keeper. If one is to be kept within the ethical lines then we must not only have the road signs (ethics policy), but the practical means to correct behavior. As stated earlier, 42% of the time ethical blunders are reported by co-workers or those who witness the issue. And while \"whistleblower\" carries a negative connotation, the reality is someone who cares enough to call \"foul\" to unethical actions is the most valuable ethics asset and organization has.":1,"#<strong ljsid-1=\"\"> 4. Train, Train, Train! Let's be honest: </strong> most ethics training is boring! It centers on the rules and never gets to the heart of what motivates human behavior. And, frankly, if we don't understand what starts folks on that slippery slope downward into the unethical realm, then we miss the opportunity to change behavior before it is too late. Effective training should move beyond just what's included in the ethics and compliance policy and cover (a) why people make unethical choices (b) what can be done to prevent unethical choices and (c) what motivates our behavior. Telling someone what to do is far less effective than helping them see the value in consistently making ethical choices.":1,"#<strong ljsid-1=\"\"> 3. Be Clear About what Ethical Behavior Looks Like. </strong> Large companies have clearly drafted ethics and compliance policies that employees are expected to understand and follow. The smaller the company, the less likely there will be a clearly written ethics policy. But large or small, the challenge for all companies is communication about what is acceptable and unacceptable. Creating an ethics policy and training it effectively are keys to exposing rationalization and improving ethical behavior within an organization.":1,"#<strong ljsid-1=\"\"> 2. Understand the Three Components of Human Behavior that Lead to Ethical Lapses. </strong> When a human makes a choice, any choice, there are typically three components that come together that allow a choice to be made and move forward: (1) need, (2) opportunity and (3) rationalization. While, as employers we have little control of an individual's need, we do have some level of control over opportunity to make ethical choices and how one might rationalize behavior.":1,"#<strong ljsid-1=\"\"> 1. Recognize That Unethical Choices Never Start Large. The \"Unethical Continuum\" </strong> is a natural progression of what many call a \"slippery slope\" of human action. This progression allows small infractions to go unnoticed or unreported until the day people or companies are in the midst of a full-fledged ethics disaster. Sam didn't \"intend\" to act unethically; he felt that he was doing the right thing by treating his subordinates to something beyond the norm at the company function. His challenge was figuring out who would be responsible for the expense. The challenge with his ethical choice was a common problem: Rationalization.":1,"#Most are amazed that it is that high; all too often we want to look the other way, or are afraid to confront those committing ethical blunders. It's easy to understand the hesitancy; many of us are afraid to rock the boat. Often, what we fail to realize is that the person committing an ethical blunder is putting the company in danger. So, how do we create a culture of ethical actions?":1,"#Statistics indicate that 42% of the time someone \"tipping off\" an employer about an ethical lapse or potential fraud is the number one way companies maintain ethics and prevent fraud. Amazing as it may seem, internal staff is the best police system for maintaining ethical behavior.":1,"#How Can That Be?":1,"#If you chose the third option -- the one that is expected as part of compliance with most organizational ethics guidelines -- you would be labeled a \"whistleblower.\" Who wants to be called that? Snitch, tattletale and other negative words from childhood come to mind when someone is called a whistleblower. Yet, if your company or association is committed to creating a culture of ethical behavior, the term \"whistleblower\" is the number one key to ethical success.":1,"#The question isn't what did Roger do. The question to consider is: \"What would you do?\"":1,"#Roger wondered what would be the ethical thing to do. On one hand he could ignore what he saw and just let it pass, rationalizing that it was not his business. Or, he could confront Sam and encourage him to reconsider his choice, suggesting that following the ethics policy of his company would create better consequences. Or, lastly, Roger could comply with the company's guidelines and report the ethical lapse.":1,"#Roger wondered what would be the ethical thing to do. On one hand...":1,"#Roger, a good friend and an ethical individual, was at a business conference last week with a co-worker, Sam, who decided to take a few of his subordinates out for an evening of entertainment -- entertainment not sanctioned by the company. The next day, as Sam was preparing to submit his receipts for his expense report, Roger noticed that he was submitting the receipts for his prior night's activities. More importantly, Roger noticed that Sam's description on the receipts was inaccurate. Sam flat-out lied on his expense report.":1,"#by Chuck Gallagher":1,"#How to Build a Culture of Ethics Within Your Company":1,"#Clicking this link will redirect to relevant products for the Author Chuck Gallagher.":1,"#The Value of a Whistleblower":1,"#Audio Back 15 Seconds-4:40/12:11":1,"#Audio Back 15 Seconds-4:54/12:11":1,"#Audio Back 15 Seconds-5:09/12:11":1,"#Audio Back 15 Seconds-5:24/12:11":1,"#Audio Back 15 Seconds-5:39/12:11":1,"#Audio Back 15 Seconds-5:54/12:11":1,"#7526 Results found for <span ljsid-1=\"\">\"CHILTON\"</span>":1,"#In Harvard Business School Publishing title Build, Borrow, or Buy, INSEAD’s Laurence Capron and Will Mitchell reveal that the more developed an organization’s process is for choosing resource pathways for growth, the more likely it will succeed. The authors provide readers with the Resource Pathways Framework, a roadmap to determining whether the build, borrow, or buy resource pathway for growth is best suited to an organization’s needs. By adhering to the framework, leaders can successfully grow their organizations without wasting time or resources.":1,"#Build, Borrow, or Buy":1,"#Your brand is your most important asset. Rita Clifton explains how to use your brand as the central organizing idea for everything you do in your organization.":1,"#Stitch Your Brand into Everything You Do":1,"#Foreword by Dave Ulric h299 pp. John Wiley & Sons, Inc As HR and leadership expert, Dave Ulrich, notes in his foreword, Edward Lawler has significantly influenced the field of management, particularly in the way managers shape organizations and people. Talent, the follow-up to Lawler's bestselling Built to Change, shows why. It provides a comprehensive synthesis of theory, research, stories, and personal insights in the field of human capital management, making what many consider a soft and ambiguous discipline eminently practical. Focusing on leadership, corporate boards, talent management, performance management, and information and decision making, Lawler identifies the organizational features needed to create talent-focused organizations and explains their operation.":1,"#Edward E. Lawler III":1,"#Talent":1,"#The article discusses the challenges faced by company to meet learning demands especially while delivering products to organizations and presents the views of Matt Donovan, vice president of learning solutions for sales improvement provider company GP Strategies. Topics discussed include shifting of team from a product-centric to a customer-centric mindset, understanding the company culture in producing an asset and its management and gathering and analyzing data for overall information.":1,"#TIM HARNETT":1,"#Transforming the Strategic Learning Function":1,"#In Dealing with the Tough Stuff, Darren Hill, Alison Hill, and Sean Richardson offer practical advice and tools for managers who want to excel at the “tough-stuff conversations” that inevitably arise at the workplace—conversations about unpopular decisions or policies, employee performance reviews, firing or reassigning employees, or any situation where heightened emotion, ambiguity, or potential for conflict exists. Excelling at these conversations is critical to good management. However, managers often procrastinate, avoid, or water down these tough conversations, which can be costly in terms of profit, productivity, and professional development. Drawing from combined experience, research, and expertise in organizational psychology and communications, the authors offer communication strategies and methods that can be implemented immediately to better deal with the “tough stuff.”":1,"#Darren Hill, Alison Hill, Sean Richardson":1,"#Dealing with the Tough Stuff":1,"#The article discusses collaboration an an essential skill for business leaders. The author cites comments by authors of the book \"Touchpoint Leadership,\" Hilary Lines and Jacqui Scholes-Rhodes, on collaboration as a vital skill in an increasingly global business world and the tenets of true collaborative leadership. Topics include executives' resistance to collaborative leadership, related cultural factors, and the benefits of a company-wide culture of collaboration.":1,"#Alison Coleman":1,"#Overload is one of the biggest causes of anxiety in the workplace. Chester Elton shares strategies on how you can foster an environment where people feel comfortable asking for help, which will lower the anxiety on your team.":1,"#How to Deal with Overload":1,"#The article discusses shifting business strategies and changes in organizational learning to better cater to buyer expectations and maintain competitiveness of the company. Topics discussed include numerous aspects of improving productivity including silo mentality, human capital strategy, and training employees to keep up with changes. INSET: READER REACTION.":1,"#BRIAN LAMBERT":1,"#Disruption":1,"#The article discusses types of learning leaders, one coming up through the ranks of learning and development and second who are successful business people and mentions how the latter find it easier to convey their ideas. Topics discussed include need of business stakeholders to hear the impact and value of given learning initiatives, communication with business leaders acquired by understanding of business itself and need of business leaders to examine performance system such a policies.":1,"#JEFF CARPENTER":1,"#Choose Your Words Carefully":1,"#In Quirky, Melissa A. Schilling shares her research on eight breakthrough innovators of the modern era and how their capabilities, personalities, and motives helped set them apart from their peers. By studying innovative thinkers like Albert Einstein, Nikola Tesla, and Elon Musk, Schilling has identified qualities that are distinctive and inspiring. Leaders can apply many of Schilling’s findings as they work on fostering creativity and inspiring the innovative potential that exists within their own workplaces to achieve lofty goals.":1,"#Melissa A. Schilling":1,"#Quirky":1,"#Could I Do That? by Simon Hartley is about overcoming limiting beliefs people have so that they can tackle their personal challenges and embrace the changes that they will bring about. Successful athletes are accustomed to dealing with all that challenges bring, including self-doubts, negative feedback from others, fear of failure, and the desire to quit or give up. The importance of building a strong support system, or team, is emphasized, including tips on how to build one. The goal is to encourage readers to overcome their natural fears to go out and do something extraordinary.":1,"#Simon Hartley":1,"#Could I Do That?":1,"#In The Pilot: Learning Leadership, Bill and Colleen Hensley describe the lessons they learned from supersonic jet training and how they transfer beyond the cockpit to everyday leadership. Each chapter describes events in the lives of fictional student test pilots, training to fly the Supersonic T-38. To reach this point, the members of Tiger Flight have passed through some of the most intense and rigorous filtering processes in existence. They are led by Captain Neil Williamson, a veteran squadron check pilot.":1,"#Colleen Hensley, Bill Hensley":1,"#The Pilot":1,"#In Earning It, Joann S. Lublin shares the hard-won lessons that she and more than 50 other women learned while reaching the highest rungs of their corporate ladders. The stories reveal how leaders like Carly Fiorina, Mary Barra, and Brenda Barnes faced seemingly insurmountable obstacles, made carefully calculated choices, and fought to make their marks in corporate history. Learn from their inspiring insights and lessons as you navigate your professional journey and overcome the challenges that stand in the way of your career successes.":1,"#Joann S. Lublin":1,"#Earning It":1,"#In The CIO Paradox, Martha Heller draws on her lengthy experience as a journalist, writer, blogger, and executive recruiter in the information technology (IT) industry to identify the persistent challenges and contradictions that plague the IT sector and its executives. Using information gathered from countless interviews, she shares the wisdom of successful IT executives who have overcome these challenges.":1,"#Martha Heller":1,"#The CIO Paradox":1,"#In a climate of low unemployment and a strong economy, competition for talent (particularly Millennials) can be challenging for many companies. In Talent Keepers, Christopher Mulligan and Craig Taylor use their research to present a system for engaging and retaining employees that you can implement from the moment your talent is hired.":1,"#Talent Keepers":1,"#Burned out by life as a Silicon Valley executive, Jeff Shanley happily downshifted into working at his family’s construction company. Soon after arriving, however, he faced having to build a culture of teamwork to lead the company through its greatest challenge. Patrick Lencioni uses his tale in The Ideal Team Player to offer lessons on teamwork for leaders and human resource professionals. He presents a model of the ideal team player and provides concrete steps for identifying, hiring, and developing the right people for that model to ensure a culture of teamwork.":1,"#The Ideal Team Player":1,"#Hiring is at the heart of any business, which is why Daniel Chait and Jon Stross wrote Talent Makers for business leaders rather than HR practitioners. Most companies mishandle hiring; they know they’re making mistakes but lack the knowledge and determination to fix the problem. Fortunately, the authors provide an actionable plan for improving hiring practices and achieving more diverse, professional, and valuable talent.":1,"#Talent Makers":1,"#Now is the perfect time to make your next move your best. In Tackle What’s Next, nine-year National Football League (NFL) Pro Bowl veteran Eric Wood provides practical and spiritual advice on ways to tackle life’s pivotal moments and achieve the best chance for peak performance at any position. The book teaches ways to prepare for life’s personal or professional challenges by visualizing the future, embracing core values, and committing to a disciplined and healthy lifestyle.":1,"#Eric Wood":1,"#Tackle What's Next":1,"#In this article, the author gives suggestions for increasing customer services for business development. Topics discussed include creation of staff for management of customer relationship, overcoming the challenges of mentoring and surveys on customer feedback. The author also discusses the importance of social media for fulfilling the demand of customers.":1,"#Chip Bell":1,"#Service Challenges":1,"#Critical Knowledge Transfer":1,"#Women and high-performing employees are entering the workforce in record numbers, but numerous organizations fail to retain them, resulting in low-performing workplaces. These organizations maintain outdated practices, such as promoting mediocre leaders or bullies who know how to play the game, rather than women and high performers. In Winning the Talent Shift, Berta Aldrich outlines a five-year plan for transforming your organization from low performing to high performing through identifying and removing bullies and mediocre leaders and promoting more women to the C suite.":1,"#Berta Aldrich":1,"#Winning the Talent Shift":1,"#Talent is a primary driver for any successful business. Hiring and recruitment now leverage Big Data and global job-candidate access to build adaptive workforces. In Talent Intelligence, Toby Culshaw explains how to set talent goals, broaden hiring pools, and boost business functions. This book is for hiring professionals who want to make proactive planning decisions, attract talent, and pinpoint strengths and weaknesses in current staff.":1,"#Talent Intelligence":1,"#Moving into a senior leadership position can be daunting. Rita Clifton offers 2 crucial lessons for making that shift.":1,"#We’ve known for more than 100 years that treating people better drives business results, but most companies fail to make the changes necessary to engage employees. In Build It, employee engagement experts Glenn Elliott and Debra Corey present their 10-part model for creating a highly engaged corporate culture. Based on 10 years of research at more than 2,000 companies worldwide, the Engagement Bridge™ can help you unlock the potential of your workforce and build a durable, profitable connection between your organization and your team.":1,"#Debra Corey, Glenn Elliott":1,"#Build It":1,"#The article discusses how Chief Learning Officers and their external partners or vendors can have better working relationships. It focuses on a survey on issues, opportunities and attitudes that are important to senior training executives by research company IDC based on the publication's Business Intelligence Board. Topics on where executives find vendors, criteria for a successful partnership with a vendor, and satisfaction with the partnership are discussed.":1,"#CUSHING ANDERSON":1,"#Let's Work Together":1,"#Transitioning a twentieth-century, vertically integrated company into a twenty-first century, virtually integrated company poses significant leadership challenges. In Harder Than I Thought, published by Harvard Business School Publishing, Robert Austin, Richard Nolan, and Shannon O’Donnell combine their years of leadership and management experience to bring to life the fictional story of Jim Barton and the issues, opportunities, and difficulties that he faces in his first year as CEO of struggling Santa Monica Aerospace. Whether striving for transparency, struggling to put together the right team, or managing change, Barton navigates the major challenges and makes the critical decisions that many of today’s modern CEOs face.":1,"#Harder Than I Thought":1,"#Information Technology (IT) leaders are in a position to have a dramatic impact on their organizations. Utilizing technology can drive both innovation and growth for the business. However, there are many complicated issues leaders must examine and address, including how to create strong partnerships between IT and the rest of the company. In The CIO Playbook, Nicholas R. Colisto uses his experiences to devise a framework of interrelated steps that addresses the pressing questions concerning IT through practical strategies. While every organization and situation is unique, the framework should be applicable to most situations. Colisto takes readers through each step of the framework, sharing practical advice to help transform organizations.":1,"#Nicholas R. Colisto":1,"#The CIO Playbook":1,"#As Mark Miller explains in Chess Not Checkers, leading a company can be like a game of checkers—highly reactionary and fast-paced. However, in today’s complicated business climate, the game is changing, and leadership is now more like a game of chess. In chess, strategy and focus are vital and individual pieces can make unique contributions. Chess Not Checkers follows the fictional story of CEO Blake Brown as he begins his journey to improve the performance of his company and increase employee morale by using key moves from the world of chess.":1,"#Mark Miller":1,"#Chess Not Checkers":1,"#In Choice Not Chance, basketball coach Joanne McCallie reflects on her career as a player and coach and the principles that she adopted to achieve her notable success. With over 450 wins, McCallie has the distinction of being the first coach in Division I history to win championships in four different conferences, as well as the first coach in NCAA history to garner Coach of the Year accolades in four different leagues. McCallie offers a personal look at her life and the “Choice Not Chance” philosophy that she imparts to young players, which encourages them to make deliberate choices to improve themselves, maintain faith, and endure adversity in order to achieve success. In chronological order, she relates her experiences from child athlete to college basketball player to head coaching posts at the University of Maine, Michigan State, and Duke.":1,"#Joanne P. McCallie, Rob Rains":1,"#Choice Not Chance":1,"#In 1980, Champion’s flagship mill in Courtland, Alabama went on strike, but the company continued to run it with salaried employees. Determined to find a better way, CEO Andy Sigler, drafted “The Champion Way,” a statement of company values that continues to shape company behavior. An Employee Involvement program that resembled traditional quality-circle activities was already in place; its success showed Champion that employees could make a contribution with their minds as well as their hands and that teams could solve meaningful problems. Nonetheless, Champion also learned the limitations of treating teams as part-time “parallel organizations” existing alongside a full-time traditional enterprise.":1,"#What Works":1,"#The article focuses on strategies adopted by the construction firm Hilti for overcoming changes such as joining by younger generations and shifting of male workforce. Topics include learning strategy for offering environment providing opportunity to learn and succeed, solutions for ensuring team membership such as functional excellence and technological support, and movement towards learner-centric model from content-centric for meeting principles such as leading-edge functional expertise.":1,"#Stop Training & Start Learning":1,"#441 Results found for <span ljsid-1=\"\">\"CHILTON\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Afrontar el cambio con confianza\"</span>":1,"#396 Results found for <span ljsid-1=\"\">\"Afrontar el cambio con confianza\"</span>":1,"#In today’s society, it’s often difficult for people with different views to have productive conversations. Learn how to make difficult conversations less difficult through open communication.":1,"#Having Difficult Conversations":1,"#Virtual presentations can be tedious and tiring. Improve your virtual presenting skills by mastering the technology, creating compelling content, and fine-tuning your delivery.":1,"#Engaging Virtual Presentations":1,"#In recent years, Intermountain Healthcare has completely transformed the way it serves patients. The organization has embraced both value-based care and population health. Making this profound shift, however, hasn’t been easy. In Possibility Unleashed, Dr. Marc Harrison shares leadership lessons derived from Intermountain Healthcare’s journey and practical tools that others can use to disrupt industries.":1,"#Possibility Unleashed":1,"#Stacey Hall demonstrates how you can achieve your goals from the ground up by following the stages of gardening: seeding, sprouting, blooming, and resting.":1,"#Achieving Your Goals from the Ground Up":1,"#Coach Your Managers to Build Trust with Employees":1,"#Become an Emotionally Intelligent Sales Leader":1,"#The 3 Biggest Email Mistakes Managers Make":1},"version":202481}]