[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"setLangAttributeOnBlockedContent":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,})\"$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"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,"sdkAnalytics":true,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":205361},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":205361},{"_id":"outdated","outdated":{"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">330</span>":1,"#3954 Results found for <span ljsid-1=\"\">\"Book Summary\"</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">274</span>":1,"#3281 Results found for <span ljsid-1=\"\">\"Audio Summary\"</span>":1,"#<strong ljsid-0=\"\">Wendy K. Smith</strong> is the Emma Smith Morris Professor of Management and academic director of the Women’s Leadership Initiative at the University of Delaware’s Lerner College of Business & Economics. She’s a coauthor of <em ljsid-2=\"\">Both/And Thinking</em>.":1,"#<strong ljsid-0=\"\">Boris Groysberg</strong> is a professor of business administration in the organizational behavior unit at Harvard Business School and a faculty affiliate at the school’s Race, Gender & Equity Initiative. He’s the coauthor, with Colleen Ammerman, of <em ljsid-2=\"\">Glass Half-Broken</em>.":1,"#Effective leadership requires authenticity, as well as a diverse set of skills, ranging from building trust with others to developing organizational cultures, creating strategies that cross-functional teams execute, managing crises, and more. <strong ljsid-1=\"\">HBR’s 10 Must Reads on Leadership, Updated & Expanded</strong>, offers 13 curated articles and “quick reads” filled with insights and actionable tips related to these topics.":1,"#<strong ljsid-0=\"\">Michael D. Watkins</strong> is a professor of leadership and organizational change at IMD, a cofounder of Genesis Advisers, and the author of <em ljsid-2=\"\">The Six Disciplines of Strategic Thinking</em>.":1,"#<strong ljsid-0=\"\">Michael L. Tushman</strong> is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at Harvard Business School and director of Change Logic, a Boston-based consulting firm specializing in innovation, leadership, and change. He’s a coauthor of <em ljsid-2=\"\">Lead and Disrupt</em>.":1,"#<strong ljsid-0=\"\">Andrea Titus</strong> is a consultant in human capital, Deloitte Australia, and a PhD candidate in organizational psychology at Macquarie University.":1,"#<strong ljsid-0=\"\">Robert I. Sutton</strong> is an organizational psychologist and professor emeritus of management science and engineering at Stanford University. He has written eight books, including (with Huggy Rao) <em ljsid-2=\"\">The Friction Project</em>.":1,"#<strong ljsid-0=\"\">Huggy Rao</strong> is an organizational sociologist and the Atholl McBean Professor of Organizational Behavior at the Graduate School of Business, Stanford University. He has written three books, including (with Robert Sutton) <em ljsid-2=\"\">Scaling Up Excellence</em>.":1,"#<strong ljsid-0=\"\">Jesse Price</strong> leads a people and organizational analytics unit at Oliver Wyman. Formerly at Spencer Stuart, he and Jeremiah Lee are cofounders of two culture-related businesses.":1,"#<strong ljsid-0=\"\">Anne Morriss</strong> is an entrepreneur and the executive founder of the Leadership Consortium. She’s also a coauthor of <em ljsid-2=\"\">Move Fast and Fix Things</em> and <em ljsid-4=\"\">Unleashed</em>.":1,"#<strong ljsid-0=\"\">Peter D. Moore</strong> is a business strategy and technology adviser specializing in helping companies compete in the age of digital disruption.":1,"#<strong ljsid-0=\"\">Eric J. McNulty</strong> is the associate director of the National Preparedness Leadership Initiative at Harvard. He’s a coauthor of <em ljsid-2=\"\">You’re It: Crisis, Change, and How to Lead When It Matters Most</em>.":1,"#<strong ljsid-0=\"\">Annie McKee</strong> is a senior fellow at the University of Pennsylvania Graduate School of Education and director of the Penn CLO Executive Doctoral Program. She’s the author of <em ljsid-2=\"\">How to Be Happy at Work</em> and a coauthor of several books, including <em ljsid-4=\"\">Becoming a Resonant Leader</em> with Richard Boyatzis and Fran Johnston.":1,"#<strong ljsid-0=\"\">Leonard Marcus</strong> is the founding codirector of the National Preparedness Leadership Initiative at Harvard. He’s a coauthor of <em ljsid-2=\"\">You’re It: Crisis, Change, and How to Lead When It Matters Most</em>.":1,"#<strong ljsid-0=\"\">Marianne W. Lewis</strong> is dean of the University of Cincinnati’s Lindner School of Business and a professor of management. She formerly served as dean at Cass Business School in London. She’s coauthor of <em ljsid-2=\"\">Both/And Thinking</em>.":1,"#<strong ljsid-0=\"\">Paul Leonardi</strong> is the Duca Family Professor of Technology Management at the University of California, Santa Barbara, and advises companies about how to use social network data and new technologies to improve performance and well-being. He’s the author of <em ljsid-2=\"\">The Digital Mindset</em>.":1,"#<strong ljsid-0=\"\">Jeremiah Lee</strong> leads a people and organizational analytics unit at Oliver Wyman. Formerly at Spencer Stuart, he and Jesse Price are cofounders of two culture-related businesses.":1,"#<strong ljsid-0=\"\">Hubert Joly</strong> is the former chairman and CEO of Best Buy, a senior lecturer at Harvard Business School, and the author of <em ljsid-2=\"\">The Heart of Business</em>.":1,"#<strong ljsid-0=\"\">Sujin Jang</strong> is an assistant professor of organizational behavior at INSEAD. Her research focuses on global teams and the challenges of working across cultures.":1,"#<strong ljsid-0=\"\">Herminia Ibarra</strong> is the Charles Handy Professor of Organizational Behaviour at London Business School and the author of <em ljsid-2=\"\">Act Like a Leader, Think Like a Leader</em>, revised edition, and <em ljsid-4=\"\">Working Identit</em>y.":1,"#<strong ljsid-0=\"\">Daniel Goleman</strong> is a codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. He’s the author of <em ljsid-2=\"\">Building Blocks of Emotional Intelligence</em>. He offers training on emotional intelligence competencies through Daniel Goleman Emotional Intelligence Courses online. His other books include <em ljsid-4=\"\">Primal Leadership</em> and <em ljsid-6=\"\">Altered</em><em ljsid-7=\"\"> Traits</em>.":1,"#<strong ljsid-0=\"\">Frances X. Frei</strong> is the UPS Foundation Professor of Service Management at Harvard Business School and a coauthor of <em ljsid-2=\"\">Move Fast and Fix Things</em> and <em ljsid-4=\"\">Unleashed</em>.":1,"#<strong ljsid-0=\"\">Amy C. Edmondson</strong> is the Novartis Professor of Leadership and Management at Harvard Business School. Her latest book is <em ljsid-2=\"\">Right Kind of </em><em ljsid-3=\"\">Wrong</em>.":1,"#<strong ljsid-0=\"\">J. </strong><strong ljsid-1=\"\">Yo</strong><strong ljsid-2=\"\">-Jud Cheng</strong> is an assistant professor of business administration in the Strategy, Ethics, and Entrepreneurship area at the University of Virginia Darden School of Business.":1,"#<strong ljsid-0=\"\">Tiziana Casciaro</strong> is a professor of organizational behavior and HR management and holds the Marcel Desautels Chair in Integrative Thinking at the University of Toronto’s Rotman School of Management. She’s a coauthor of <em ljsid-2=\"\">Power, for All</em>.":1,"#<strong ljsid-0=\"\">Richard E. Boyatzis</strong> is a professor in the departments of Organizational Behavior, Psychology, and Cognitive Science at the Weatherhead School of Management and a Distinguished University Professor at Case Western Reserve University. He’s a cofounder of the Coaching Research Lab and a coauthor of <em ljsid-2=\"\">Helping People Change</em>.":1,"#<strong ljsid-0=\"\">Juliet Bourke</strong> is a professor of practice in the School of Management and Governance, UNSW Business School in New South Wales. She’s the author of <em ljsid-2=\"\">Which Two Heads Are Better Than One?</em>":1,"#<strong ljsid-0=\"\">Ron Ashkenas</strong> is a coauthor of the <em ljsid-2=\"\">Harvard Business Review Leader’s Handbook</em> and a Partner Emeritus at Schaffer Consulting. His previous books include <em ljsid-4=\"\">The Boundaryless Organization, The GE Work-Out</em>, and <em ljsid-6=\"\">Simply Effectiv</em>e.":1,"#As societal challenges grow, many business leaders recognize that their organizations need to play a role in addressing them. Organizations with a <em ljsid-1=\"\">noble purpose</em> recognize that their stakeholders go beyond investors. A noble purpose also inspires employees as they work in their day-to-day jobs. Putting people and purpose at the center of the business requires authentic relationships. To make a positive difference in today’s world, serve all stakeholders and reject zero-sum games.":1,"#By Hubert Joly":1,"#How to Lead in the Stakeholder Era":1,"#Leaders must create exciting visions for their organizations. Once that vision exists, however, it must be translated into a structured execution plan. It’s important for leaders to run a structured, annual planning process that links the long-term vision with short-term action. Another best practice is encouraging projects that will help the organization reach its vision in an iterative fashion. Finally, employees must have access to training that makes the vision come alive.":1,"#By Ron Ashkenas and Peter D. Moore":1,"#Keeping Sight of Your Company’s Long-Term Vision":1,"#Once you understand the type of culture your organization has, you can operate more effectively and drive better outcomes.":1,"#<em ljsid-0=\"\">Order cultures</em> emphasize respect, structure, and shared norms.":1,"#<em ljsid-0=\"\">Safety cultures</em> focus on planning and preparedness.":1,"#<em ljsid-0=\"\">Authority cultures</em> are defined by strength, decisiveness, and boldness.":1,"#<em ljsid-0=\"\">Results cultures</em> value achievement and winning.":1,"#<em ljsid-0=\"\">Enjoyment cultures</em> exhibit fun and excitement.":1,"#<em ljsid-0=\"\">Learning</em><em ljsid-1=\"\"> cultures</em> are characterized by exploration and creativity.":1,"#<em ljsid-0=\"\">Purpose cultures</em> value idealism and altruism.":1,"#<em ljsid-0=\"\">Caring cultures</em> focus on relationships and mutual trust.":1,"#By leveraging a two-by-two matrix based on these dimensions, you can determine which of the eight distinct culture styles your organization falls into:":1,"#<em ljsid-0=\"\">Response to change</em>. In the face of change, some organizations emphasize stability, while others are receptive to new ways of operating.":1,"#<em ljsid-0=\"\">People interactions</em>. This is a spectrum that ranges from highly independent to highly interdependent.":1,"#As leaders strive for organizational viability, two tools available to them are strategy and culture. Unfortunately, culture is often challenging for leaders to manage. To model the impact of culture on an organization and assess alignment with strategy, employ a framework that classifies culture based on two dimensions:":1,"#By Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng":1,"#The Leader’s Guide to Corporate Culture":1,"#<em ljsid-0=\"\">Evaluate </em><em ljsid-1=\"\"><strong ljsid-1-0=\"\">p</strong></em><em ljsid-2=\"\">erformance</em> to reflect what employees have learned and how they help one another.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">E</strong></em><em ljsid-1=\"\">ducate employees</em> to use AI capabilities and acquire new skills.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">T</strong></em><em ljsid-1=\"\">ransition tasks</em> across work roles.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">S</strong></em><em ljsid-1=\"\">egment tasks</em> for either AI automation or AI augmentation.":1,"#You can use the four-stage <em ljsid-1=\"\">STEP</em> framework to ensure that teams use AI in positive and productive ways:":1,"#It’s impossible to predict how employees will adapt to new technologies, and this is especially true of generative AI. One reason is that AI-enabled tools are designed to continuously change through learning. That means employees learn to use these solutions in new ways almost every time they engage with them.":1,"#By Paul Leonardi":1,"#Forgetting the human factor of crises.":1,"#Overcentralizing the response and trying to control everything.":1,"#Being seduced by the comfort zone of management.":1,"#Taking a narrow view.":1,"#An organizational crisis requires both leadership and management. In most cases, crises are overmanaged and underled. To avoid this, leaders must be cognizant of four common traps:":1,"#By Eric J. McNulty and Leonard Marcus":1,"#Are You Leading Through the Crisis…or Managing the Response?":1,"#Interviewing and observing users.":1,"#Counting how many people report to each leader.":1,"#Cataloging overload that comes from emails.":1,"#Assessing the burden created by meetings.":1,"#Calculating the burdens associated with performance management.":1,"#Identifying unnecessary obstacles by asking colleagues and customers for input.":1,"#Many leaders don’t understand how their actions and decisions create a “cone of friction” for teams. One antidote is to conduct a <em ljsid-1=\"\">good-riddance review</em>, which identifies sources of bad friction that should be eliminated. This type of review has six elements:":1,"#Friction in organizations can be good. For example, leaders may need to make complicated decisions without complete information or engage in creative work that’s messy and prone to failure. At the same time, many organizations suffer from bad friction stemming from unnecessary rules and processes that stifle productivity.":1,"#Rid Your Organization of Obstacles That Infuriate Everyone":1,"#In response, leaders must adopt a paradoxical mindset. That means behaving in ways that demonstrate <em ljsid-1=\"\">consistent inconsistency</em>. As a leader, rather than spreading scarce resources thinner, you may want to focus on strategies to increase the resource pool overall. Instead of seeking stability, embrace change. To build these competencies in the management team, design the appropriate metrics and rewards.":1,"#To maintain equilibrium within organizations, effective leaders embrace the paradoxes that demand “both/and” leadership. Examples include determining whether the organization is managing for today or tomorrow, whether the organization should adhere to boundaries or cross them, or whether the appropriate leadership imperative is to create value for shareholders or a broader set of stakeholders.":1,"#By Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman":1,"#“Both/And” Leadership":1,"#<em ljsid-0=\"\">Who can help me?</em> Creating a community of supporters is essential for changing your leadership style. This community can offer a safe environment for experimentation, provide feedback, and assess progress.":1,"#<em ljsid-0=\"\">How do I make change stick?</em> Lasting change requires practice. It can be helpful to experiment with new behaviors. This activity triggers neural connections that support true change.":1,"#<em ljsid-0=\"\">How do I get from here to there?</em> Devise an action plan to become who you want to be.":1,"#<em ljsid-0=\"\">Who am I now?</em> Strive to see your leadership style as others do.":1,"#<em ljsid-0=\"\">Who do I want to be?</em> Identify what life would look like if everything were going right.":1,"#To rewire your brain to focus on more emotionally intelligent behaviors, follow a process based on five key questions:":1,"#Emotionally intelligent leaders use self-awareness to monitor their moods and self-management to change those moods for the better. With empathy, they can better understand their impact and act in ways that elevate others’ moods.":1,"#Research suggests that a leader’s emotional style affects employees’ moods and behaviors. When leaders have an upbeat mood that’s in tune with those around them, they usually have the greatest positive impact on performance.":1,"#By Daniel Goleman, Richard E. Boyatzis, and Annie McKee":1,"#Primal Leadership: The Hidden Driver of Great Performance":1,"#Inclusiveness enhances team performance. Inclusive leaders exhibit six traits: (1) visible commitment, (2) humility, (3) awareness of bias, (4) curiosity about others, (5) cultural intelligence, and (6) effective collaboration.":1,"#By Juliet Bourke and Andrea Titus":1,"#Why Inclusive Leaders Are Good for Organizations, and How to Become One":1,"#<em ljsid-0=\"\">Broaden your employees’ vision</em>. It’s helpful to deliberately bring employees together from diverse groups and encourage them to interact with distant networks.":1,"#<em ljsid-0=\"\">Get people to see the world through others’ eyes</em>. Most people can appreciate others’ perspectives, but they may not be motivated to do so. To overcome this issue, leaders can organize cross-silo dialogues, as well as hire for curiosity and empathy.":1,"#<em ljsid-0=\"\">Encourage people to ask the right questions</em>. To teach teams the art of inquiry, leaders must act as role models.":1,"#<em ljsid-0=\"\">Develop and deploy cultural brokers</em>. Cultural brokers are people who excel at cross-functional collaboration. They either act as a bridge or as an adhesive. Bridges serve as go-betweens, while adhesives unite people and build lasting relationships.":1,"#Breaking down silos is essential when delivering the integrated solutions that customers want. Yet, many leaders are unsure how to foster horizontal collaboration across organizational boundaries. Redesigning the organizational structure is one approach, but that’s usually costly and slow. A better solution is promoting cross-boundary learning. Four practices can help:":1,"#By Amy C. Edmondson, Sujin Jang, and Tiziana Casciaro":1,"#Cross-Silo Leadership":1,"#As you strive to become a better leader, consider adopting a playful mindset. This includes learning from different role models, experimenting with different leadership styles, working on self-improvement, and revising your “story” over time.":1,"#Often, leaders mistake authenticity for staying in their comfort zones. Leadership situations that challenge a person’s sense of self, however, can be some of the most educational. It can feel uncomfortable to take charge in an unfamiliar role, sell your ideas to the organization, or handle negative feedback.":1,"#<em ljsid-0=\"\">Cast member to lead role</em>. Leaders must become accustomed to being on “center stage” and under scrutiny.":1,"#<em ljsid-0=\"\">Warrior to diplomat</em>. Leaders must level up, striving to align interests and developing strategies to influence others.":1,"#<em ljsid-0=\"\">Problem solver to agenda setter</em>. Enterprise leaders must define the problems to solve rather than solving problems themselves.":1,"#<em ljsid-0=\"\">Bricklayer to architect</em>. Organizational architects think in terms of systems and how those elements fit together.":1,"#<em ljsid-0=\"\">Tactician to strategist</em>. A strategic mindset requires level-shifting skills, pattern recognition, and mental simulation to predict potential outcomes.":1,"#<em ljsid-0=\"\">Analyst to integrator</em>. Enterprise leaders integrate knowledge across functional teams.":1,"#<em ljsid-0=\"\">Specialist to generalist</em>. Leaders are generalists who understand all the functions involved in running the business.":1,"#When managers move into leadership roles, they often encounter the following seven changes in their focus and skills:":1,"#By Michael D. Watkins":1,"#How Managers Become Leaders":1,"#<em ljsid-0=\"\">Authenticity wobbles</em> come up if people believe a leader isn’t telling the truth.":1,"#<em ljsid-0=\"\">Logic wobbles</em> can arise if others aren’t confident about a leader’s ideas.":1,"#<em ljsid-0=\"\">Logic wobbles</em> can...":1,"#<em ljsid-0=\"\">Empathy wobbles</em> are common among analytical people who are driven to learn.":1,"#Trust has three drivers: authenticity, logic, and empathy. If any of these breaks down, trust can be lost. Leaders must identify which driver is their biggest weakness, or <em ljsid-1=\"\">trust wobble</em>. To determine your trust wobble, consider these descriptions:":1,"#When it comes to leadership capital, trust is one of the most important considerations. <em ljsid-1=\"\">Empowerment leaders</em> create conditions that enable people to fully realize their capacity. The more trust that leaders have, the easier it is to practice this form of leadership.":1,"#By Frances X. Frei and Anne Morriss":1,"#Begin with Trust":1,"#<em ljsid-0=\"\">Vision and culture are top priorities for leaders</em>. Once leaders create a compelling vision, they need to develop a structured execution plan. In addition, leaders can’t underestimate the importance of culture to achieving their strategic goals.":1,"#<em ljsid-0=\"\">When crises arise, leaders must lead instead of </em><em ljsid-1=\"\">manage</em>. Common traps to avoid include taking a narrow view of the situation, getting seduced by the comfort zone of management work, overcentralizing the response and exerting control, and forgetting the human factor.":1,"#<em ljsid-0=\"\">Leaders must embrace organizational paradoxes</em>. This means behaving in ways that demonstrate “consistent inconsistency.” For example, rather than spreading scarce resources thinner, leaders may focus on ways to increase the resource pool.":1,"#<em ljsid-0=\"\">Inclusiveness enhances team performance</em>. Inclusive leaders are aware of organizational bias and are curious about others. They know how to promote cross-boundary collaboration through empathy, curiosity, and relying on “cultural brokers” who excel at cross-functional collaboration.":1,"#<em ljsid-0=\"\">Trust and authenticity are key contributors to leadership capital</em>. Trust requires authenticity, logic, and empathy. Authenticity means taking on new roles, selling ideas to the organization, and handling negative feedback in ways that are consistent with the leader’s sense of self.":1,"#ISBN: 979-8-89279-182-3":1,"#Updated & Expanded":1,"#The COVID-19 pandemic accelerated changes in the workplace. Disruption has become the new normal, and economic swings continue to be a reality. For many, these swings have resulted in job changes, job redesigns, or roles that no longer exist. When you’re mid-career, looking for new roles can be a daunting task, but in Recalculating, Lindsey Pollak explains that opportunities can come alongside unwanted and unexpected career shifts and that your openness to them can take you precisely where you want to go.":1,"#Should employees with management training be the only ones promoted? One of the happiest workplace events is when an outstanding employee is recognized with a promotion. Although they may have worked in a team environment prior to assuming a lead role, many enter their new leadership position without any formal training.":1,"#Entering Your New Leadership Position":1,"#You want to help everyone do their best work and the unit succeed. That's what being a new manager is.":1,"#Now, what are you going to do when you're in those situations? Are you going to treat them one-to-one as well as a team? Or is everything going to be a series of one-to-one decisions? Do you ask plenty of questions? They're going to notice. Do you tell them your dreams and your aspirations for the unit and the organization? Will you begin by asking them what needs fixing to start moving toward the best state for the unit? Do you ask them, \"What can I do to help you?\"":1,"#As a manager, you're always on stage. Everything you do or don't do is noticed, and everyone is going to test you. Often the tests are covert; they don't tell you they're testing. And they may be silent: That's part of the test to see how you'll react. They're always looking to see whether you're going to act like a boss or whether you're going to act like you're their partner. And they particularly watch to see how you face tough issues and decisions.":1,"#As a manager, you're always on stage. Everything you...":1,"#When you become a new manager, people have a set of concerns about you. They're wondering who you are. What kind of person are you? Do they trust you? Do they trust what you say? Will you have their back? Do you admit when you don't know something? Are you really open? Will you embarrass them? Will you let them learn? Do you set up competition between them and their peers? Do you control them, or are you a partner who lets them explore? Are you a straight shooter or a manipulator?":1,"#The article examines a number of mistakes new managers often make when new to a role, including not taking time to know each individual, the failure of maintaining appropriate boundaries, and failing to set clear, understandable goals. It suggested that people applying to a first-time management position or advancing in their organization to develop a list of things other leaders do that you feel you would not do if you were in charge, and reading up on the do's and don'ts of leadership roles.":1,"#New Managers Biggest Mistakes":1,"#In The New Manager’s Survival Guide, Steven Haines examines 12 key areas that new managers must master to accelerate their own careers and improve the companies they work for. The book serves as a road map and managerial work tool that can help people think critically and practice applying what they have learned each step of the way.":1,"#The New Manager's Survival Guide":1,"#421 Results found for <span ljsid-1=\"\">\"Nuevos aspectos para el gerente\"</span>":1,"#7-ways-to-deal-with-work-stress":1,"#Seek additional help. If you continue to feel overwhelmed or are having trouble getting through your daily routine, seek help from a licensed mental health professional, such as a psychologist. Psychologists are trained to help you develop strategies to manage stress effectively and make changes to help improve your overall health.":1,"#Set limits. List the projects and responsibilities that are making you feel overwhelmed. Identify which commitments are priorities and cut back on anything nonessential to lessen chronic stress. Refrain from accepting any more obligations until you feel your stress is under control.":1,"#Enhance your sleep quality. Those who are chronically stressed often suffer from a lack of adequate sleep and, in some cases, stress-induced insomnia. Begin winding down an hour or two before you sleep and engage in calming activities such as listening to relaxing music, reading an enjoyable book or practicing relaxation techniques like meditation.":1,"#Manage your devices. People who report constantly checking email or social media typically report more stress. Give yourself a break over the weekend and in the evenings. Put your phone to bed before you go to bed.":1,"#Make one health-related commitment. Do what you can to boost your health so that you have the energy and strength to tackle the challenges you are facing. One small step, like cutting back on excessive snacking, can have a positive effect. Similarly, a brisk walk or other aerobic activity can increase your energy and concentration levels and lessen feelings of anxiety. Physical activity increases your body's production of good-feeling endorphins and decreases the production of stress hormones.":1,"#Tap into your support system. Reach out to family or friends. Your friends or family members may have tackled similar challenges and have useful ideas and perspectives. There is no need to face challenging life circumstances alone. Support from family or friends may help you start and continue to take better care of yourself.":1,"#Track your stressors. Use a journal to identify which situations create the most stress and how you respond to them. Record your thoughts, feelings and information about the environment, including the people and circumstances involved, the physical setting and how you reacted. Taking notes can help you find patterns among your stressors and your reactions to them so that you can develop a plan to manage your stress.":1,"#For anyone juggling many responsibilities, it might seem challenging to find time to manage stress adequately. People with high stress levels may try to manage their stress in unhealthy ways, such as over- or under-eating, drinking alcohol or lying around the house. The good news is there are effective ways to manage stress and keep our mental health in check. Here are seven smart ways to care for your mental health:":1,"#Stress can cause irritability and sleep issues, changes in appetite, headaches, stomachaches, intestinal problems, nervousness and excessive worry, sadness and depression. It can also negatively influence a woman's ability to get pregnant, the health of her pregnancy and how she adjusts after giving birth. Stress can similarly affect menstruation, reduce sexual desire and worsen premenstrual symptoms.":1,"#Since 2007, the American Psychological Association's annual Stress in America survey has found that women consistently report higher stress levels than men. We don't know whether this is because women often have more demands on them than men, such as frequently taking on more family responsibilities or because women experience stress differently. But it's clear that if we don't find better ways to manage our stress, chronic stress can have physical and emotional consequences.":1,"#No matter what industry you're in or what position you hold, every job comes with its fair share of stresses. Stress occurs when you feel like the demands placed on you — such as work, school or relationships — exceed your ability to cope. It can be a reaction to a short-lived situation, such as being late for a meeting, or it can last a long time if you're dealing with a home life situation, money problems or other serious situations while trying to keep up to date with your work. While some stress can be beneficial, such as stress that motivates you to perform well in some areas, long-term, untreated stress is linked to serious health concerns, including depression, heart disease, obesity and a weakened immune system.":1,"#No matter what industry you're in or what position you hold, every job comes with its fair share of stresses. Stress occurs when you feel like the demands placed on you — such as work, school or relationships — exceed your ability to cope. It can be a reaction to a short-lived situation, such as being late for a meeting, or it can last a long time if you're dealing with a home life situation, money problems or other serious situations while trying to keep up to date with your work. While some stress can be beneficial, such as stress...":1,"#Stress in the work environment is a given. However, while a little bit of stress can be motivating, too much stress can be debilitating. Most people are more than familiar with the usual advice: set priorities, manage time better, and pay attention to diet, exercise, and sleep. But sometimes these rules can be hard to adhere to, or they are simply not enough. Harvard Business School Publishing’s HBR Guide to Managing Stress at Work goes beyond the standard stress-reduction tips and tricks to provide useful tools that focus on creating balance, energy, and self-fulfillment. Covering a wide range of topics and scenarios ranging from flexible scheduling to dual-career relationships to how to not take a bad day at the office home, the book offers a holistic approach to keeping stress at bay and turning it from a destructive to a productive force. Business Book Summaries® • Copyright ©2014 EBSCO Publishing Inc. • All Rights Reserved":1,"#HBR Guide to Managing Stress at Work":1,"#384 Results found for <span ljsid-1=\"\">\"Manejo del estrés\"</span>":1,"#Self-Made Me":1,"#Excuse Me":1,"#Generation Me":1,"#7657 - 7664 of 7664":1,"#Crystal Trice":1,"#Paul Osincup":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">639</span>":1,"#No Results found for <span ljsid-1=\"\">\"Chilton\"</span>":1,"#439 Results found for <span ljsid-1=\"\">\"Chilton\"</span>":1,"#You are currently logged in as Adderlyn245@gmail.com":1,"#You are currently logged in as a2263320301@alumnos.uat.edu.mx":1,"#Researchers also discovered that more than half of job seekers in this age group, regardless of gender, will not apply for jobs at companies that lack gender diversity. Juxtapose those findings with the National Women's Law Center data that women accounted for more than 5.4 million job losses in the US during the pandemic, and that presents a real gender diversity dilemma for employers seeking to recruit young professionals.":1,"#Gen Z Job Seekers Look for Gender Diversity in the Workplace":1,"#The Millennial Generation is flooding the workforce with an abundance of ambition but a lack of knowledge about how to succeed. While many companies have comprehensive orientation programs for new employees, few give young professionals the individual help and support they need in today’s complex corporate environment. In The Young Professional’s Guide to the Working World, manager and entrepreneur Aaron McDaniel explains why school fails to prepare people for their careers. He teaches readers the personal characteristics that matter on the job, and warns them away from common pitfalls. Most importantly, he shows young professionals how to take ownership of their career paths, by proactively seeking skills and opportunities that will serve them well throughout their working lives.":1,"#The Young Professional's Guide to the Working World":1,"#The article discusses the study which shows that entrepreneurs are at greater risk of mental illness than other people. It mentions that mental disorders are not only common but may actually fuel the entrepreneurial drive. According to executive coach Michael Freeman at the University of California in San Francisco School of Medicine that mental health conditions are accompanied by positive traits that enable entrepreneurs to excel.":1,"#The Dark Brilliance of the Entrepreneur Brain":1,"#Burnout has been one of the pandemic's buzzwords as millions of workers tire of working from home under lockdown conditions and high employer expectations. Most brands are prioritizing education in their marketing in order to communicate the different ways provider brands can help patients and navigate thornier issues around payments":1,"#How Mental Health Brands are Marketing Amid COVID burnout":1,"#411 Results found for <span ljsid-1=\"\">\"Depresión en jóvenes universitarios \"</span>":1,"#Seven Tips on How Coaching Helps Boost Employee Engagement":1,"#Strength Is Not Enough":1,"#The Engagement Fix":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Some of the best-managed companies in history have failed despite doing everything “right.” In The Innovator’s Dilemma from Harvard Business School Publishing Corporation, Clayton M. Christensen unpacks this paradox to demonstrate that when faced with disruptive technologies, companies must actually go against the rules of good management by ignoring what their customers want and instead investing in new innovations that initially have poor performances and small profit margins. By learning how to effectively harness these disruptive technologies when they first emerge, you can ensure that your company remains relevant, competitive, and profitable over time.":1,"#The Innovator's Dilemma":1,"#As organizations increasingly rely on third-party software, cloud computing, and virtual environments to structure their systems, new challenges emerge to be managed by cybersecurity teams. In Effective Vulnerability Management, Chris Hughes and Nikki Robinson outline modern vulnerability management frameworks and the remediations necessary to maintain secure systems. By maintaining an updated patch management protocol, configuring controls according to industry regulations, and designing products with native security features, you can safeguard your organization against digital threats and protect your data.":1,"#Effective Vulnerability Management":1,"#Engaging Teams":1,"#In Unstoppable Mindset, Alden Mills shares how understanding your mind can work for and against you in achieving your goals. Everyone grows up having dreams, but by adulthood we tend to forsake our dreams when faced with reality. Our brain always wants to expend as little energy as possible to survive, and it will use fear, doubt, procrastination, and countless other weapons to stop us from expending any additional, “unnecessary” energy. But everyone has dreams, and by adopting Mills’s unstoppable mindset, you’ll be able truly follow your dreams in a sustainable, achievable, and step-by-step manner.":1,"#Unstoppable Mindset":1,"#In Flourish, Daniel Coyle shares how you can find meaning, purpose, and connections that will bring joy to your life. Sharing words of wisdom from his life and studies of people and groups who uncovered how to flourish, Coyle offers constructive, feasible paths that may inspire you on your own journey. His keys are to be intentional about making meaning and to build community in which you can have deep, deliberate conversations and embrace a flow that can impact you and others richly for years to come.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Mark Duckler</a></strong> is founder and managing partner of FullSurge, a brand and marketing strategy consultancy based in Chicago, Illinois. He has more than 30 years of brand management and management consulting experience at Unilever, the Coca-Cola Company, and Prophet. His client base includes Fortune 500 companies and numerous world-class brands, such as ExxonMobil, Deloitte, and Hyatt Hotels. Duckler is also author of the best-selling book <em ljsid-2=\"\">The Indispensable Brand</em>. He has spoken at dozens of high-profile events across five continents and is a frequent interview guest on brand and marketing related podcasts.":1,"#As the influencer ecosystem matures, new trends are emerging. These include the rise of <em ljsid-1=\"\">micro-influencers</em>—creators with small but highly loyal followers—and a shift from hi-fi to lo-fi content that resembles what users themselves create. Some online influencers are connecting with offline communities, while the use of virtual influencers—especially in the metaverse—is on the rise. As your brand considers these opportunities, be sure to carefully weigh the risks, which range from poor brand fit and influencer credibility to regulatory and IP issues related to AI-generated content.":1,"#<em ljsid-0=\"\">Brand fit</em>: The influencer should align organically with your brand’s voice, values, and positioning.":1,"#<em ljsid-0=\"\">Relevance</em>: Influencer content should build positive relationships over shared values with consumers.":1,"#<em ljsid-0=\"\">Engagement</em>: More than an influencer’s total number of followers, the amount of their actively engaged followers determines an influencer’s effectiveness.":1,"#When selecting an influencer, closely consider the following three key performance indicators:":1,"#For brands, influencers have become essential components of brand marketing. They powerfully drive engagement metrics—clicks, likes, reactions, comments, shares—especially among Gen Zs, who see influencers and creators as friends.":1,"#Influencers and Creators: The New Faces of Trust":1,"#It’s important to ensure, however, that gamifying your products or services doesn’t put you afoul of consumer regulations or hurt your brand equity.":1,"#For both leaders and marketers, gamification can lead to viral experiences that elevate brand awareness. Embedding game elements in products and services can make them more fun to use, driving conversion and improving customer satisfaction. Gamifying content around milestones to reach and surpass, such as progressive reward levels, can inspire customer loyalty.":1,"#Given the immense popularity of gaming among Millennials and Gen Zs, you can future-ready their brands by gamifying your content. <em ljsid-1=\"\">Gamification</em> is using the design elements of games in nongame contexts. Gamification strategies include connecting with consumers through interactive stories built around challenges, role playing, and social sharing.":1,"#Tech-Inspired Gamification":1,"#<em ljsid-0=\"\">Transitioning social media content from influencers to creators</em>: Put user-generated content front and center in your brand to draw in Gen Z consumers, who don’t want to be sold to.":1,"#<em ljsid-0=\"\">Creating differentiated content at scale</em>: Harness AI to create and repurpose content rapidly for multiple markets.":1,"#<em ljsid-0=\"\">Offering unlimited custom packaging opportunities</em>: Use AI to create unique labels and designs to stand out alongside competitors.":1,"#<em ljsid-0=\"\">Connecting organically with customers</em>: Make your brand the content and bring consumers into the creation process.":1,"#<em ljsid-0=\"\">Optimizing content for higher-converting direct-response ads</em>: Use AI to create direct-response emails and online display ads and to guide marketing decision-making.":1,"#The resulting evolution is the <em ljsid-1=\"\">fourth era of content marketing</em>, one that’s creating exciting opportunities for brands. Chief among them are the following:":1,"#Emerging technologies like XR and Web3 are driving dramatic changes in content marketing. Meanwhile, brands can leverage the power of AI to create content efficiently at scale. AI can support content research and creation. It can also guide personalization, curation, and optimization through its ability to analyze copious amounts of user data.":1,"#The Fourth Era of Content Marketing":1,"#Section Three: Promoting":1,"#Powered by AI and unfolding in the Metaverse, Web3 comes with critical opportunities and implications. Opportunities include blockchain data collection, in which access to consumers’ crypto wallets provides extensive data on purchasing and spending behavior that marketers can link to their CRM software. Digital wallets will facilitate frictionless transparency and secure transactions, allowing consumers to move seamlessly and safely between applications and services. Customers will also be able to more easily test new products and share real-time feedback. Brands, in turn, will be able to create deeper, more entrenched customer relationships, in which consumers become co-creators of a brand’s value.":1,"#Leaders should evolve their brand positioning to adapt to the slowly but steadily unfolding Web3. This read-write-interact version of the web will be decentralized, shifting ownership away from big tech companies to end users. The result will be a permissionless, trustless experience based on peer-to-peer interaction. Enabling this decentralization are <em ljsid-1=\"\">blockchain</em>, a transparent and tamperproof form of transactions and data storage, and <em ljsid-3=\"\">cryptocurrency</em>, Web3 money stored in digital wallets.":1,"#The (Gradually) Emerging Web3":1,"#<em ljsid-0=\"\">Run community-based campaigns</em>. Create hybrid experiences that connect virtual and real communities.":1,"#<em ljsid-0=\"\">Deploy virtual influencers</em>. Create virtual counterparts for human influencers.":1,"#<em ljsid-0=\"\">Enhance marketing research</em>. Learn from AR sampling to develop new products.":1,"#<em ljsid-0=\"\">Enhance product sampling and evaluation</em>. Allow customers to test and interact with products virtually in a 3D space.":1,"#<em ljsid-0=\"\">Leverage gaming communities</em>. Meet game-loving customers where they are with engaging content.":1,"#<em ljsid-0=\"\">Extend a robust omnichannel experience</em>. Allow customers to move seamlessly among digital and physical touchpoints.":1,"#<em ljsid-0=\"\">Demonstrate a leading-edge brand</em>. Send the message that your brand is tech savvy.":1,"#An umbrella term for virtual reality (VR), augmented reality (AR), and mixed reality (MR), XR allows companies to seamlessly merge consumers’ physical and virtual worlds to create powerful immersive experiences. Some of the ways that XR technologies can empower your company include the following:":1,"#Extended reality (XR) and the Metaverse offer enticing branding opportunities—especially when engaging with Millennials and Gen Zs.":1,"#XR and Metaverse—A New Definition of “Reality”":1,"#Next, establish robust guidelines and guardrails to ensure that AI is used safely and ethically. Risks range from data integrity and copyright issues to ensuring that AI-generated content fits the brand and feels authentic. Balancing these possibilities and pitfalls, you can leverage AI to create dynamic, highly personalized branding.":1,"#To embrace the competitive advantages of AI-powered branding, you’ll need to make several strategic shifts. First, let marketing drive your business strategy, using AI to anticipate and identify new opportunities. This entails investing in high-value, in-house AI solutions and guiding teams toward an AI-centric future.":1,"#<em ljsid-0=\"\">Dynamic pricing</em>: Analyze customer data quickly to adjust prices in real time.":1,"#<em ljsid-0=\"\">Customer engagement</em>: Use chatbots to manage all aspects of customer service.":1,"#<em ljsid-0=\"\">Hyper-personalization</em>: Log every footstep in your customer’s journey to create highly individualized experiences.":1,"#<em ljsid-0=\"\">Content generation</em>: Quickly produce marketing materials, product descriptions, and ad content.":1,"#<em ljsid-0=\"\">Micro-segmentation</em>: Identify with accuracy and speed your optimal target markets.":1,"#You can also leverage the efficiency and productivity of AI in the following ways:":1,"#Accompanying this shift is the creation of <em ljsid-1=\"\">synthetic data</em>. Closely resembling real-world data, this AI-generated data is untraceable to any consumer. Yet, it provides similar insights on which you can highly personalize brand experience.":1,"#You can extend your brand promise by harnessing the power of artificial intelligence (AI). As regulations bring about the end of tracking cookies, they’re being replaced by AI-powered <em ljsid-1=\"\">contextual marketing</em>. This is a type of predictive analysis in which AI gauges what actions an online consumer will take and serves up ads and content accordingly.":1,"#AI and the Personalized Brand Experience":1,"#Section Two: Personalizing":1,"#As a brand marketer, who’s aiming to reach both types of Gen Z consumers, you must meet them online. Offer digital pop-ups and personalized experiences, and connect with them through gaming platforms. Into all your strategies you should weave values and purpose, showing Gen Z consumers how your brand makes the world a better place.":1,"#<em ljsid-0=\"\">Gen Z WE</em>: More purpose-driven and guided by beliefs, these consumers take action in support of causes and value brands that do the same. These causes include sustainability and ESG as well as diversity and inclusion.":1,"#<em ljsid-0=\"\">Gen Z ME</em>: Born in the first half of this generation, these consumers value individualism, authenticity, and personalization. They connect through social media and find escapism through gaming, the Metaverse, and fashion-forward style.":1,"#To best position their brands, all companies need to understand Gen Z consumers. Born between 1995 and 2010, Gen Z can be divided into two segments:":1,"#The Emergence of Gen Z":1,"#<em ljsid-0=\"\">Meet consumers where and why they are</em>. Make brand experiences convenient and relevant, and create engaging, multisensory in-store experiences.":1,"#<em ljsid-0=\"\">Make the brand as personalized as </em><em ljsid-1=\"\">wellness</em><em ljsid-2=\"\"> itself</em>. Appeal to people’s emotions and passions about living well.":1,"#<em ljsid-0=\"\">Assess your brand in terms of </em><em ljsid-1=\"\">a total</em><em ljsid-2=\"\"> health orientation</em>. Market to the needs of a consumer as a whole person.":1,"#The following strategies can help both leaders and marketers align strategy and brands to current wellness trends:":1,"#<em ljsid-0=\"\">Technology to the fore</em>: Technological advances are driving how wellness is defined, measured, and delivered to consumers.":1,"#<em ljsid-0=\"\">Individualized wellness programs</em>: Customers value bespoke wellness experiences.":1,"#<em ljsid-0=\"\">Proactive self-care</em>: More people, especially younger generations, integrate self-care throughout their lifestyles.":1,"#<em ljsid-0=\"\">Total health orientation</em>: Consumers increasingly seek products and services that support holistic wellness.":1,"#<em ljsid-0=\"\">Mental health ascendant</em>: Attention to mental health care has both grown exponentially and become destigmatized.":1,"#If you want to position your brand in this market, you need to understand the following five health and wellness trends:":1},"version":205361}]