[{"_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","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":199509},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":199509},{"_id":"outdated","outdated":{"#You are currently logged in as kishanchanni45@gmail.com":1,"#245 Results found for <span ljsid-1=\"\">\"vet surgery\"</span>":1,"#103 Results found for <span ljsid-1=\"\">\"quimica\"</span>":1,"#Making decisions based solely on intuition or hunches is risky and not likely to yield fruitful results. Human emotions, misleading impressions, and inaccurate beliefs can all cloud one's judgment in harmful ways.":1,"#keeping-up-with-the-quants":1,"#<strong ljsid-0=\"\">Jinho Kim </strong>is a professor of business and statistics at the Korea National Defense University and the research director of the KNDU Lab for Analytics Research. He holds a PhD from the Wharton School and is the author of six books published in Korea, including the bestselling <em ljsid-2=\"\">100 Common Senses in Statistics </em>and <em ljsid-4=\"\">Freak Statistics</em>. He has developed and run an educational program for building analytical skills. His current research focuses on the use of analytical methods to address various issues in business and society.":1,"#<strong ljsid-0=\"\">Thomas H. Davenport </strong>is a visiting professor at Harvard Business School, the president's distinguished professor of IT and management at Babson College, and a research fellow at the MIT Center for Digital Business. He is also a senior advisor to Deloitte Analytics and the cofounder and research director of the International Institute for Analytics. Davenport is the coauthor of <em ljsid-2=\"\">Competing on Analytics </em>and <em ljsid-4=\"\">Analytics at Work</em>.":1,"#In today's world, everyone needs to become comfortable with the use of quantitative analysis to guide decision making. Thanks to the Internet and the widespread use of digital devices, which provide huge amounts of previously unavailable data, such analysis has become essential and will be even more so in the years to come.":1,"#<strong ljsid-0=\"\">Keeping Up with the Quants</strong> by Thomas H. Davenport and Jinho Kim is designed to help people without a technical background use quantitative analysis to make better business decisions and work with analysts successfully. It will also help \"quants\" understand how to meet business decision makers on their own ground and develop a relationship based on mutual respect. Case studies illustrate how each chapter's message applies in real life, and good-humored illustrations lighten the tone. Boxed lists and periodic charts make it easy to extract essential information quickly without necessarily reading the entire text. This compact volume can help even those suffering from \"math phobia\" understand the benefits of quantitative analysis in the modern business environment while pointing the way toward acquiring greater expertise for those so inclined.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\"> Interpretation</em>:</strong> whether they are being represented appropriately":1,"#ISBN: 9781422187258":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">Accuracy</strong></em>: how carefully they were collected":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Relevance</em>: </strong>how well the numbers relate to the matter at hand":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">Insight</strong></em> is the moment of creative inspiration when it all makes sense.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Incubation</em> </strong>entails sitting with the data and inviting the subconscious mind to suggest answers or overcome obstacles.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">Immersion</strong></em> means fully and deeply wrestling with the problem in search of a solution.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Preparation</em> </strong>involves laying the groundwork.":1,"#by Jinho Kim, Thomas H. Davenport":1,"#Clicking this link will redirect to relevant products for the Authors Thomas H. Davenport.":1,"#The authors aim...":1,"#To become a competent \"consumer of analytics,\" one must learn how to ask the right questions. This is particularly important when considering which analysts to hire and in understanding the results of the analysis.":1,"#From the beginning, it is important to recognize who the stakeholders in the organization are, and to include them in the problem-solving process. This requires understanding what their needs are and how they view the project at hand.":1,"#It is not necessary for everyone to become a statistical analyst, but people need to be able to grasp the essentials that pertain to the business environment. Analysts who can provide that expertise can be brought in to conduct the needed research.":1,"#The analyst should also review previous work concerning the same problem to determine what can be learned from it. This can save time by suggesting useful techniques to apply and steering the present effort toward unexplored or inadequately addressed questions.":1,"#Accurately recognizing the nature of the problem to be solved is necessary before beginning the actual work of data collection. Without that understanding, it will be difficult to determine which statistical techniques will best fit the situation.":1,"#Clicking this link will redirect to relevant products for the Authors Jinho Kim.":1,"#Jinho Kim":1,"#174 Results found for <span ljsid-1=\"\">\"quimica\"</span>":1,"#Jinho Kim, Thomas H. Davenport":1,"#431 Results found for <span ljsid-1=\"\">\"quimica\"</span>":1,"#michelle.gutierrez@udem.edu":1,"#401 Results found for <span ljsid-1=\"\">\"Prioriza tú autocuidado\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Learning path\"</span>":1,"#344 Results found for <span ljsid-1=\"\">\"Learning path\"</span>":1,"#4 Results found for <span ljsid-1=\"\">\"PEMDAS\"</span>":1,"#183 Results found for <span ljsid-1=\"\">\"PEMDAS\"</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">417</span>":1,"#Don't be unfriendly....":1,"#keep-their-business":1,"#B2B customers are deeply uncertain and stressed. With virtually infinite information available on any solution, a swelling raft of stakeholders involved in each purchase, and an ever-expanding array of options, customers are increasingly overwhelmed and often more paralyzed than empowered. The authors’ solution, developed through work with hundreds of sales organizations globally, is a proactive, take-charge prescriptive approach that sweeps away obstacles and guides customers through decision making. Companies that have mastered prescriptive selling share a set of practices: They work to understand customers’ purchase journeys; identify significant customer challenges at each buying stage; arm their sellers with tools to help overcome each challenge; and track customers’ purchase progress so that they can intervene to keep the process on track. [ABSTRACT FROM AUTHOR]":1,"#CRISTINA GOMEZ, Nicholas Toman, Brent Adamson":1,"#Martha Rivera Pesquera, Abdul Ali, Vincent Onyemah":1,"#440 Results found for <span ljsid-1=\"\">\"ventas\"</span>":1,"#Jennifer Conrad":1,"#How can I make my goals, desires, and dreams shared with others and real?":1,"#How can work fit into and add to that life?":1,"#How can work...":1,"#What is it that I want for my life holistically?":1,"#Here are some questions to consider when looking to form work-life harmony or work-life integration:":1,"#When we use the term <em ljsid-1=\"\">work-life balance</em>, it denotes a scale, as if work and life are in competition with each other. I don't think they should be. Instead of focusing on balance, I believe there's a better, a healthier, and more holistic opportunity to look at it as work-life integration or harmony. Work fits in within life. It's a part of life. Work should fit into our lives—and hopefully not the other way around.":1,"#It's not about balance. It's not a scale. Work and life shouldn't compete against each other. Let's aim to create work-life harmony for you and for those around you.":1,"#How might I be able to share, request, and communicate boundaries with the people that matter to get and give what I want for both work and life?":1,"#ISBN: 978-1-62956-165-3":1,"#by Roberta Chinsky Matuson":1,"#<em ljsid-0=\"\">Strong communication</em>. Magnetic leaders are clear communicators, and they understand that magnetism flows from honesty, even when this makes...":1,"#Clicking this link will redirect to relevant products for the Author Roberta Chinsky Matuson.":1,"#the-magnetic-leader":1,"#446 Results found for <span ljsid-1=\"\">\"mitarbeiterführung\"</span>":1,"#Jack Harlow, Megan Cole, Ryan Changcoco":1,"#Chris Jones, Marty Cagan":1,"#HBR Daily Leader":1,"#VISVESVARAYA TECHNOLOGICAL UNIVERSITY - Logo":1,"#jfordonez@unis.edu.gt":1,"#paulina.luebbert@udem.edu":1,"#In Where Winners Live, Dave Porter and Linda Galindo reveal the secret weapon of every successful sales professional: personal accountability. People who live “where winners live” embody constant, consistent, and unwavering personal accountability. They believe that they alone are 100 percent responsible for their own successes, opportunities, and happiness. This sets them apart from sales professionals who constantly drag excuses and what-ifs around with them in case something goes wrong. Personal accountability means living in a world with no finger-pointing, no blame, and no guilt—a world of absolute clarity and unparalleled success.":1,"#with Sharon O. Malley, Dave Porter, Linda Galindo":1,"#Peter A. Schein, Edgar H. Schein":1,"#Clicking this link will redirect to relevant products for the Publisher PM Network.":1,"#pushover-no-more":1,"#\"I love these techniques, but I've got a real problem,\" he confessed. \"I've been working with the same people for seven years. They love working for me. But sometimes I'm just too nice. People miss deliverables, and I'm too patient. I spend way too much time chasing after people to get what I need. I'm afraid to have the tough conversations I need to hold people accountable. I just don't see...":1,"#251 Results found for <span ljsid-1=\"\">\"building accountability and commitment\"</span>":1,"#It's one thing to set goals--and entirely another to get the people in your organization to actually accomplish them. To make the leap from vision to execution, you can't just define what needs doing; you also need to spell out the details of getting it done. One motivational tool that enables this is \"if-then planning,\" which helps people express and carry out their intentions. If-then plans work because contingencies are built into our neurological wiring, says social psychologist Halvorson. Humans are very good at encoding information in \"If X, then y\" terms and using such connections to guide their behavior, often unconsciously. When people decide exactly when, where, and how they'll fulfill a goal, they create a link in their brains between the situation or cue (If or when x happens) and the behavior that should follow (then I will do y). This creates powerful triggers for action.":1,"#When leaders don’t fire underperforming executives, they send a bad message to the whole organization. A case in point is the U.S. Army. “To study the change in the army across the two decades between World War II and Vietnam,” Ricks writes, “is to learn how a culture of high standards and accountability can deteriorate.” In this essay, adapted from his new book, The Generals: American Military Command from World War II to Today, Ricks illuminates the contrast between General George C. Marshall, an unlikely figure of quiet resolve who became a classic transformational leader, and the disastrous generals of the Vietnam era.":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">29</span>":1,"#Dr. Anders Hansen":1,"#Verne Harnish":1,"#Margaret Moore, Jeffrey Hull":1,"#Brian Gottlieb":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Stephen Shedletzky</strong></a>—better known as Shed—helps leaders make it psychologically safe and worth it for the people around them to speak up. After more than a decade working with and helping to build Simon Sinek’s platform, Shed now leads his own leadership development practice as a keynote speaker, workshop facilitator, and coach at Shed Inspires. He’s the author of <em ljsid-2=\"\">Speak-Up Culture: When Leaders Truly Listen</em>, <em ljsid-4=\"\">People Step Up</em> and host of the <em ljsid-6=\"\">Shed Some Light</em> podcast.":1,"#Oded Netzer, Christopher Frank, Paul Magnone":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">21</span>":1,"#Jaimy Szymanski, Rebecca Lieb":1,"#Source: LifeTree Media Ltd":1,"#This process of demonstrating care and empathy builds trust much faster, which makes it possible for sales to occur much faster.":1,"#Always remember, people buy on emotion and then justify on logic, so, after asking questions about what you've discovered on social media, you can then ask about their problems or challenges and be sure to listen to what they say. Acknowledge their problem and ask questions about how they feel about the problem. Provide the solution to the problem or be honest if you do not have a solution.":1,"#Begin all conversations with your prospects by asking questions rather than assuming you know the answers. In order to ask questions that are meaningful to them, take time to research their social media pages. People receive an emotionally satisfying, meaningful experience of us when we demonstrate we are interested in them, not just in their wallet.":1,"#When you consistently engage with your prospects with empathy, they will feel your belief and their trust in you will grow. When they feel they can trust you, they will say yes to what you have to offer.":1,"#Most people in sales start pitching as the first step, hoping to get a positive response from the prospective customer. Doing sales this way is what gets good people labeled as pushy and spammy, and that approach is missing an essential factor. That factor is empathy. We must be in the caring-about-people business. Empathy is created by sharing how you or someone you know has experienced similar challenging situations and how your products or your services can or did solve the same problem. We must share our personal stories, be transparent, be authentic and not act like a 2-dimensional billboard for our products and services.":1,"#Clicking this link will redirect to relevant products for the Publisher American Salesman.":1,"#Steve Shallenberger, Rob Shallenberger":1,"#Alison Kramer, Scott Stratten":1,"#Similar to a professional athlete, a professional salesperson takes defeat gracefully, moves on to the next contest and performs so well that victories overshadow losses. One method of compensating for the loss of an account is to increase sales to existing accounts.":1,"#<strong ljsid-0=\"\">Assist the product's users. </strong>If you sell business products, help users learn to operate products properly. Make users aware of product accessories that might aid them in performing a function in a safer, better or more profitable manner. This type of account servicing can increase both account penetration and sales.":1,"#Step 8:":1,"#Step 5:":1,"#<strong ljsid-0=\"\">Develop an account penetration program. </strong>Develop a master plan for each account consisting of specific actions to take toward developing friends within the account and increasing sales.":1,"#<strong ljsid-0=\"\">Obtain customer support. </strong>By working hard to help your customers reach their goals through doing the items just discussed, you will find they help and support you. You help them, they will help you. This type of relationship benefits you and the customer.":1,"#<strong ljsid-0=\"\">Assist reseller's salespeople. </strong>To ensure enthusiastic promotion of your firm's products, work closely with your account's sales force. Experience indicates that manufacturer's salespeople who cultivate the friendship of the reseller's salespeople and provide them with product knowledge and selling tips are more successful than the salespersons who call only on buyers.":1,"#It is often not difficult to sell repeat orders; however, to maximize sales in an account with a retailer, for example, you must persuade the customer to consistently promote your product through advertisements, displays and reduced prices. To increase sales with a customer, the following steps can be taken. Each step cannot be used in all situations, but using some can increase sales:":1,"#All salespeople suffer losses, either through the loss of a sale or an entire account to a competitor. Four things can win back a customer.":1,"#Winning Back Lost Customers & Adding Sales to Existing Accounts":1,"#Although there is no guarantee doing everything suggested will always result in a sale, conscientious use of sound selling principles will increase your likelihood of overall success. Give them a try.":1,"#Step 7:":1,"#To increase sales to existing accounts, develop a customer benefit program. This means the account uses in business, or sells to customers, a level of merchandise equal to its maximum sales potential. The salesperson has only two methods to do this: 1. Have present customers buy more of a product than they currently use. 2. Have present customers buy the same products to use for different purposes. A Johnson & Johnson retail sales representative may encourage accounts to stock the firm's baby shampoo in both the infant care and adult toiletries sections of their establishments.":1,"#<strong ljsid-0=\"\">Keep calling. </strong>Treat a former customer like a prospect. Continue to make calls normally; present your product's benefits without directly comparing them to the competition.":1,"#Step 6:":1,"#<strong ljsid-0=\"\">Don't be unfriendly. </strong>Never criticize the competing product that your customer purchased. If it was a bad decision, let the customer discover it. Sales is never having to say \"I told you so!\"":1,"#<strong ljsid-0=\"\">Be professional. </strong>If you have lost the customer to a competitor completely, let the customer know you have appreciated past business, that you still value the customer's friendship and that you are still friendly. Remember to assure the lost account that you are ready to earn future business.":1,"#<strong ljsid-0=\"\">Visit and investigate. </strong>Contact the buyer and your friends within the account to determine why the customer did not buy from you. Find out the real reason.":1,"#<strong ljsid-0=\"\">Demonstrate your willingness to help. </strong>On each sales call, demonstrate your willingness to help through your actions. Your actions - not just words - are what build respect or distaste for you. Pull off your coat and dust, mark, stack, build displays of your merchandise, and return damaged merchandise for credit. Let the buyer know that you are there to help increase retail sales.":1,"#<strong ljsid-0=\"\">Examine your distribution. </strong>Review the merchandise currently used or carried in inventory. If the account is not using or carrying some of your merchandise, concentrate on improving your distribution. For example, if you have four sizes of a product and the account only carries two of them, develop a plan to persuade the customer to carry all four sizes. A general goal might be having each account carry all sizes of your products.":1,"#<strong ljsid-0=\"\">Fight for shelf space and positioning. </strong>If you are selling consumer goods, constantly seek the best shelf space and aisle position. On each sales call, stock the shelf, keep your merchandise clean and develop merchandising ideas.":1,"#<strong ljsid-0=\"\">Keep merchandise in the warehouse and on the shelf. Never allow the account to run out of stock. </strong>Stockouts result in lost sales for your firm and account. Routine calls on customers help to avoid stockouts. If the account is critically low on merchandise, telephone in an emergency order. Quick service can maintain, or even increase, your credibility as a sales professional.":1,"#Companies have traditionally emphasized leadership competencies, not team competencies. But the transformation of an organization must begin with the transformation of its teams; team leaders and members must commit to new behaviors to escape mediocre or even merely good performance, accelerate innovation, and unleash growth. Drawing on more than a thousand assessments of teams conducted over two decades of research and coaching, the author presents a simple diagnostic that enables leaders to evaluate their teams on critical dimensions that relate to performance. He describes several practices designed to move members away from outdated behaviors and facilitate lasting, positive change: collaborative problem solving, “bulletproofing,” candor breaks, red-flag replays, safe words, and open 360s. Although the examples often involve leadership teams, the practices outlined can be used at any level. They can be implemented in any context but are especially effective in virtual environments, where tools permit a broader range of collaborative practices than strictly in-person formats allow.":1,"#Thomas E. Ricks":1,"#Curiosity can be a key asset in becoming comfortable with data. Any encounter with a statistic can spark various questions, and finding the answers to them will inevitably deepen one's understanding of the problem and possible solutions. Sports offer many opportunities for exploring numbers in interesting ways. Another useful tool is a general introduction to the field of statistics, such as <em ljsid-1=\"\">How to Lie with Statistics</em> by Darrell Huff.":1,"#Your Opt-Out Signal is active and being honored by this site":1,"#Opt-Out Signal is being honored":1,"#Opt-Out Signal Honored":1,"#Source: Columbia University Press":1,"#Source: New Dawn Press Group":1,"#Russisch":1,"#An ever-growing collection of book summaries, articles, videos and more to help develop yourself and your associates.":1,"#by Josh Rivedal":1,"#Clicking this link will redirect to relevant products for the Speaker Josh Rivedal.":1,"#by Karin Hurt, David Dye":1,"#Clicking this link will redirect to relevant products for the Authors David Dye.":1,"#Clicking this link will redirect to relevant products for the Authors Karin Hurt.":1,"#ISBN: 978-1-60868-721-3":1,"#the-full-spirit-workout":1,"#by Kate Eckman":1,"#Clicking this link will redirect to relevant products for the Publisher New World Library.":1,"#Clicking this link will redirect to relevant products for the Author Kate Eckman.":1,"#Give yourself credit just for trying and being vulnerable. You’ll get better. Also, know that people aren’t paying as much attention to you as you think....":1,"#ISBN: 978-1-77458-020-2":1,"#by Michelle Cederberg":1,"#Clicking this link will redirect to relevant products for the Author Michelle Cederberg.":1,"#Most of us underestimate the extent to which stress keeps us from achieving what we’re truly capable of. In the 21<sup ljsid-1=\"\">st</sup> century, we’re constantly on the go, plugged into our smartphones, computers, and a 24/7 news cycle. Nonstop information overload stresses us out mentally and emotionally. Besides impeding our path to success, chronic stress may lead to health problems like high blood pressure, depression, or diabetes. Therefore, the road to success begins by lowering your stress. Turn off the technology and tune in to your yearnings. Take the time to identify...":1,"#the-success-energy-equation":1,"#So, I'm going to talk about that, but first...":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kate Eckman":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Michelle Cederberg":1,"#As fighter pilots, we had a minimum requirement of 12 hours of crew rest between our training and combat missions. Why was this? Because we needed to relax. We had to get our minds and bodies prepared for the stressors ahead. We had to refuel in order to minimize the burnout and fatigue that are killers in the world of combat. By the way, the same holds true for an aircraft. After missions, planes are sent to the hanger to get inspected and re-tooled. We tighten down the rivets, check the engine and instruments for damage, and make sure the...":1,"#by Waldo Waldman":1,"#Clicking this link will redirect to relevant products for the Speaker Waldo Waldman.":1,"#Source: Works Management":1,"#Stuart Mann, Matt Alderton, AMY MERRICK, Jean-Roch Houllier, Amy J. Martin, Samantha Bureau-Johnson, Geno Baruffi":1,"#The article discusses commitment. The author argues that commitment is fundamental to effective execution and high performance and discusses four keys to successful commitment including having a strong desire, the identification of core actions that will produce the desired results, and anticipating the hardships that will need to be endured to accomplish a desire.":1,"#In addition to an annual employee engagement survey, consider having a regular pulse survey two to four times per year that probes employees' understanding and buy-in of the strategy and overall effectiveness of the organization's communications. Success with less CHANGE MANAGEMENT Crafting an organization's strategy and goals are among the most important factors that determine a company's success or failure. TD professionals can use a story arc framework to help employees feel part of the organization's strategy, and it doesn't require a significant expenditure of resources, whether budget or time.":1,"#In China, livestream commerce—selling products via live video on platforms such as Taobao and TikTok—will account for as much as 20% to 25% of online sales in 2023. In the United States, it accounted for $11 billion in sales in 2021, and growth is increasing dramatically. It’s no wonder brands as diverse as Nordstrom, Petco, and Walmart are embracing the format. This article explains why consumers are so drawn to livestream commerce and what’s motivating companies to use it. No single company has yet cracked the code for livestream-channel success, but the author lays out lessons from early successes, including which type of platform to choose, how to select influencers, and how to measure your efforts.":1,"#A New Social Contract for Teams":1,"#Decision a Winner":1,"#The Power of Analytics to Make Every":1,"#Although the decision maker may be very busy, he or she needs to acquire a basic grasp of the project, attend the meetings, understand what resources will be needed, and publicly support it. By asking questions, executives can cut through \"tech talk\" and ensure that they understand the assumptions the model is based on and what circumstances would invalidate it. In this regard, data will always trump unsupported opinions.":1,"#At the same time, it is reasonable to expect the analyst to show an interest in the business and its problems, and to speak the language of business. Analysts should be able to explain technical concepts to laymen and relate to them without implying that their lack of mathematical knowledge amounts to stupidity. When both parties feel respected, this is less likely to happen.":1,"#The growing need for professionals who can think analytically means that mastering the approach outlined in this book will be an asset for readers and their employers in the years ahead.":1,"#Applying creativity to analysis can be seen as a four-stage process:":1,"#The path to becoming a competent analyst follows a similar progression. Although specific techniques are important, one's underlying attitude toward numbers also plays a key role. Many intelligent and educated people have a fear of math that prevents them from engaging with equations or numerical data. This can create obstacles, but ultimately mathematical skill is less important than how an individual approaches data. Business decision makers do not need to know higher math in order to use numerical data productively. The single most important trait in analysis is being able to distill useful information from the numbers. This is accomplished not through complex mathematical manipulation, but by thinking quantitatively. Becoming comfortable with numbers helps people feel confident that if the level of mathematical skill needed in a given situation is beyond what they already have, they can readily acquire it. Negative early experiences with math will not necessarily prevent a person from gaining needed knowledge later in life, or even from becoming a respected data professional.":1,"#People routinely encounter number-related terms in news reports and in conversations with others. Instead of simply ignoring them, aspiring analysts should jot them down and use the Internet to find out what they mean. There are textbooks and even whole courses online that can help individuals gain basic knowledge and, more importantly, reduce their fear of numbers. After six months or so, they will probably have gained a reputation for being number savvy.":1,"#To think quantitatively, one must have a basic grasp of the laws of probability, which most adults lack. This can also prove useful for many other life experiences, such as investing in the stock market or even vacationing in Las Vegas.":1,"#QUANTITATIVE ANALYSIS AND CREATIVITY":1,"#This stage is at the heart of the analysis project, and it is also the most precisely structured part of the process. This is the point where outside technical expertise is most needed. Not all analyses employ the hypothesis-driven approach described here, but formulating and testing a hypothesis typically yields clearer, more useful results.":1,"#Although creativity and quantitative analysis are often seen as opposites, both are important for producing the best results. In fact, each needs the other to balance or ground it. Basing decisions solely on creativity is risky and fails to sufficiently consider evidence, but creativity is essential to extracting the maximum benefit from analytics. It is important to remember, however, that misplaced creativity can sabotage analysis. The data must be allowed to speak for itself rather than being massaged to support a preconceived belief.":1,"#One way to do this is for analysts and decision makers to work together to create the model for solving a particular problem. The analyst understands the pertinent techniques and limitations; the executive sees the business problem. The initial model is then tested, modified, and retested to produce optimum results. In the process, the relationship is strengthened.":1,"#WORKING WITH QUANTS":1,"#Even after becoming comfortable with data, nontechnical readers (the primary audience for this book) will still have to rely on \"quants\" to perform complex analyses. Quants must be able to work effectively with business executives who may be accustomed to trusting their own hunches. The quality of those working relationships is crucial.":1,"#Today, every organization needs quantitative analysts on its staff, but they must have the right mix of skills, the executives they interact with must understand what to expect from them, and the analysts' work must be tailored to how businesses really function. Among other things, this means that \"math people\" need to understand how \"business intuition\" works, and business people need to have a sense of the challenges analysts face. The essential task is to gradually build a relationship based on mutual respect and trust.":1,"#As with any other skill, practice (applying the six-step process outlined above to real life problems at work) will yield considerable improvement, but quantitative analysis is also a social activity involving colleagues, experts, and audiences. Writing reports, establishing a committee in the workplace, and attending or even organizing seminars will all help build analytical skills.":1,"#The immersion stage is what drives the creative process: the analyst's unstinting commitment to the work and determination to see it through create the conditions in which inspiration can flower. Eventually, the experience of repeatedly working through the steps of the analytical process can actually program the brain to spot hidden patterns in the data. Those patterns reveal relationships between the variables that can provide useful answers to key questions. There are also specific analytical tools for identifying phenomena that recur more frequently than chance would predict.":1,"#It is worth noting that even a high-quality analysis will not necessarily produce a specific action. This is particularly true if the results or conclusions, although valid, conflict with some social or legal restriction. Nonetheless, paying close attention to the first and last stages of the analytical process -- framing the problem and communicating the findings -- will create the best prospects for success.":1,"#The end stage, like the beginning, is where creativity can really shine. The challenge here is to communicate results to a nontechnical audience in ways that will stimulate productive action. This challenge opens the door to playful and even unusual approaches.":1,"#According to Aristotle, how someone habitually behaves determines who they are and what becomes of them. The way a person thinks shapes actions that, in time, become habits. Those repeated behaviors loom large in creating other people's image of that individual, and what those other people think will significantly influence the person's life experience.":1,"#When researching previous work on the problem, creative thinking can reveal unexpected ways prior findings or approaches can shed light on the present situation. The same holds true when it comes to selecting the variables to include in a model. Relying solely on what has been done in the past is unlikely to produce different results. Creativity can also steer the analyst toward types of data that no one else has thought to collect in connection with a particular issue.":1,"#DEVELOPING QUANTITATIVE ANALYSIS CAPABILITIES":1,"#Accordingly, creativity will have a larger role to play at certain points in the analytical process. At the outset, creativity looms large in successfully recognizing and framing the problem. Intuition and inspiration can help formulate a hypothesis that will yield useful results and perhaps break new ground -- specifically by enabling the analyst to recognize how simple, measurable factors can be used to illuminate a complex problem.":1,"#All models have a life span and must be re-evaluated regularly to ensure they still represent the situation adequately.":1,"#The three stages of analytical thinking are framing the problem, solving the problem, and communicating the findings in a way that leads to action. The first stage entails assessing the problem and researching prior work on it; stage two includes developing a model, gathering the data, and analyzing it; and stage three involves informing stakeholders of the findings. All three stages are vitally important, although stage three is most likely to be overlooked.":1,"#Beyond what individuals can pick up on their own, many universities now offer courses in statistics, and those course materials are often available for free online. There are also graduate programs in analytics.":1,"#COMMUNICATING AND ACTING ON RESULTS":1,"#Technology has created many tools for presenting and communicating results visually, such as interactive 3-D models, or games. A report or conventional presentation is not necessarily the final word, however. Many industries have now automated important decision-making processes, such as insurance or loan applications, and analytics can be built directly into those systems. In big data environments, analysts may be involved in product development.":1,"#The first step is to create an appropriate model that includes the most significant variables and leaves out the rest. The hypothesis is merely an informed guess about the importance of those variables: the dependent variable (the subject of the investigation) and the independent ones that influence it.":1,"#Effective storytelling requires a compelling narrative that focuses on the business problem or goal and uses language that is appropriate to the audience. A good storyteller recommends specific actions and predicts what they will accomplish. Before presenting to a larger audience, these elements should be discussed with key stakeholders to determine suitability.":1,"#Through these and other practices, the budding analyst develops \"quantitative habits,\" such as always asking for numbers to support a stated theory or idea, and making sure one has that same statistical support for one's own ideas. A healthy skepticism is also needed. Politicians and others often lie, cheat, or misrepresent numbers, and even honest data may come from a poorly designed survey or no longer be valid. Three key considerations when it comes to data are:":1,"#Perhaps the riskiest place to try applying creativity is when actually analyzing the data. Unless the analyst has a thorough grasp of the underlying parameters and limits, it is better to simply accept those constraints.":1,"#Citing statistics to indicate a causal relationship is questionable unless the data resulted from a carefully controlled and randomized experiment. Two factors can be related without one causing the other. The best way to elucidate these situations is to ask a lot of questions.":1,"#Which kind of model the analyst employs will be determined by the type of story to be told and the type of data collected. Key factors include the number of variables in play, whether the goal is describing the data or drawing conclusions from it, and the level of measurement involved.":1,"#SOLVING THE PROBLEM":1,"#To be useful, data must tell a story. There are many different types of stories, and it is important to understand which type is most appropriate to the current problem. The \"CSI story\" uses data to solve the problem in a straightforward fashion, without complicated analysis. The \"eureka story\" is a more complex, thought-out version of a CSI story that has broader implications for the company. \"Mad scientist stories\" apply the scientific method, designing a double-blind test to elicit the data needed to illuminate the business problem. \"Survey stories\" address past or present (as opposed to future) events or behaviors, using surveys to reveal connections between different variables. How questions are asked is crucial, and finding a relationship does not necessarily mean that one variable causes the other.":1,"#Business decisions can also be grounded in \"nonquantitative sources,\" such as hunches or past experiences, but these approaches tend to be more limited and carry more risk, particularly in the financial realm. While the use of analytics usually leads to better results, this is not true in every situation. Gathering and processing data requires time and money that will not always be available or appropriate to the task at hand, particularly in the case of one-time decisions or questions of individual preference.":1,"#Early on, thinking broadly and considering different approaches can help identify opportunities. Eventually, however, the scope must be narrowed to facilitate data collection, and the problem must be reduced to a hypothesis that can be tested. At this point, it is essential to research what previous studies have been done. This helps frame the problem accurately and determine which variables are most significant. It may even lead to changing the whole approach.":1,"#To influence decisions, the findings must be communicated effectively, whether through a meeting, a report, or other means. Analysts must tell an interesting story in order to relate the findings to nontechnical decision makers. Although the \"story\" will cover the entire process, it is best to start at the end, with the conclusions: the part of most interest to the audience.":1,"#The first step is to identify a problem and grasp its significance. At this stage, curiosity and intuition may play a role. Before beginning the analysis, it helps to consider which influential people in the organization are best positioned to support the project and make decisions based on its findings. It is crucial to understand these stakeholders' attitudes and needs, keep them informed, and give them evidence they are likely to find persuasive. This may influence which analytical approach is employed. The particular decisions that the analysis will guide can help determine who these key people are and whether the analysis is even needed.":1,"#In <strong ljsid-1=\"\">Keeping Up with the Quants</strong>, Thomas H. Davenport and Jinho Kim address the rapidly expanding use and analysis of data by businesses. After making a case for why everyone needs at least a basic understanding of how quantitative analysis works, the authors break down the analytical process into six successive steps. They then discuss the role of creativity in analytics and how \"quants\" and \"nonquants\" can communicate effectively. Understanding that many people find statistics frightening, boring, or both, the authors aim to help business people overcome their fears and better appreciate what analytics can do for them and their companies. This is not a statistics textbook; instead, it speaks to the interface between statisticians and their nontechnical colleagues, and how both sides can work together more productively.":1,"#\"Prediction stories\" assess past behavior to predict the future. This often involves considering many different factors to discover which ones are most significant. Changes in the broader world that are pertinent to the problem at hand can invalidate the prediction. Finally, \"here's what happened stories\" merely relate what the data indicated. The challenge here is to actively engage a nontechnical audience; presenting the data visually may be useful.":1,"#The authors aim to make nonanalysts better \"consumers of data\" who can ask the questions that will elicit valuable information. The goal is not to become an analyst but to understand the vital role of analytics in guiding an organization toward more positive results. Analytical software makes it easier for nontechnical people to engage productively with data without having to comprehend the details of how that information was collected.":1,"#FRAMING THE PROBLEM":1,"#To yield meaning, data must be analyzed to reveal patterns. Different types of software are available depending on what is needed: straightforward reporting, interactive visuals, or statistical modeling.":1,"#In the \"measurement stage,\" numerical data pertaining to those variables is collected using one or more approaches. Prior research may have already defined a good approach. If the project is breaking new ground, more original thinking may be necessary. When available, using secondary data from other sources can save considerable time. Otherwise, the investigator must gather primary data, whether through a survey, direct observation, or experiments. Until recently, most analysis involved relatively straightforward \"structured data,\" or columns of numbers. Now, however, unstructured \"big data\" must be processed in order to make it usable.":1,"#The advent of the digital age has sparked an explosion of data on almost any subject imaginable, but unless useful meaning can be distilled from it, the data will not result in more effective decisions. Data comes in various forms and can guide many types of decisions. Today, the focus is increasingly on \"big data,\" or the huge amounts of information generated by and extracted from the Internet, and businesses that are quick to exploit the opportunities offered by big data will have a key advantage, regardless of what they specifically make or do.":1,"#WHY EVERYONE NEEDS ANALYTICAL SKILLS":1,"#The article emphasizes the critical role of empathy in effective leadership, particularly within the Learning and Development (L&D) sector. It defines empathy as a foundational skill of emotional intelligence (EI), which includes self-awareness, self-management, social awareness, and relationship management. The article cites various studies indicating that while leaders recognize the importance of empathy, many struggle to demonstrate it effectively, impacting team morale and inclusivity. It offers practical strategies for developing empathy, such as active listening, honest feedback, and role-reversal exercises, while also highlighting the need for leaders to maintain self-care and boundaries to sustain their empathetic capabilities.":1,"#The Staunch Empath":1,"#Employees respond to leaders who inspire loyalty and provide them with the tools to succeed. In Inspire Greatness, Matt Tenney details a repeatable four-step strategy to deepen employee engagement, improve workplace communication, and maximize staff productivity. Team leaders and managers will learn how to lay the groundwork for their employees to excel.":1,"#As organizations grow, their departments inevitably become more siloed and independent, competing for resources and attention in ways that hinder collaboration and damage performance. In Think One Team, business consultant Graham Winter argues for the importance of unifying large organizations as single, effective teams rather than separate, self-serving kingdoms. He presents both signs of disunity and practical steps for developing a One Team culture within your organization.":1,"#Think One Team, Third Edition":1,"#Sahil Bloom":1,"#Erik Palmer":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Waldo Waldman":1,"#Source: WW Norton":1,"#Clicking this link will redirect to relevant products for the Speaker Victoria Labalme.":1,"#Next button disabled":1,"#Recently Viewed <span ljsid-2=\"\">(14)</span>":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#<var num-hours=\"\"></var> hours ago":1,"#At some point, many employees ask themselves “How can I deal with my boss?” Usually they are frustrated with someone they view as a bad boss, or they want to help a good boss perform better. This question is asked more frequently in times of stress when organizations are continually pushing for better results, reducing head count, and trying new initiatives. In Managing Your Manager, Gonzague Dufour suggests that employees can learn how to deal with their managers once they understand what drives them. He categorizes managers into six types, and clarifies the traits that characterize them. He also defines a few subtypes. Dufour offers advice to employees on how to work with each type, and notes actions employees should not take depending on the specific managerial type. Importantly, he describes strategies they can deploy to manage their managers.":1,"#Understanding Value-Based Healthcare, edited by Christopher Moriates, Vineet Arora, and Neel Shah, is an in-depth guidebook for clinicians and healthcare professionals. It provides the necessary background for understanding the difficulties inherent in providing value-based healthcare while also offering guidance in a variety of topics facing today’s healthcare professionals. The concept of value in healthcare can vary greatly depending on perspective. By seeking to provide value-based healthcare for all patients, clinicians will offer medical services that are more humane, more wellness oriented, and more effective.":1,"#UnSelling focuses on the importance of everything except the sale. Scott Stratten and Alison Kramer explain the concept for businesses interested in cultivating repeat customers, not just one-time buyers, and for organizations that want cultures of positive, honest referrals instead of needing to constantly put out fires from unhappy consumers. In short, they explain the big picture of business. A major theme is the connection and the engagement an organization has with its audience. Consumers are more connected now than ever before, using recommendations and referrals from one another before making purchases. Companies are no longer responsible for informing the consumers—they gather the facts themselves. Any business hoping for success in this new market must create connection and loyalty in order to stand out from the pack and become a go-to company.":1,"#What Entrepreneurs Get Wrong":1,"#Are You Committed or Just Interested?":1,"#Get Your Team to Do What It Says It's Going to Do":1,"#Yael Cohen":1,"#To begin the process of personal branding, leaders should start by updating their LinkedIn profiles. Of particular importance are their pictures, headlines, summaries, and experience sections. Other recommendations include notifying HR of recent professional accomplishments (such as degrees earned), creating enticing elevator pitches, speaking at events and meetings, getting involved in industry associations, authoring articles or books, and networking with those who already have strong brands.":1,"#From “Who?” to an Unforgettable You":1,"#Remaining in place (if desired).":1,"#Increased employee retention.":1,"#Plum assignments.":1,"#Premium wages.":1,"#Perpetual Magnetism":1,"#Leaders must consider not only their corporate reputations but also their personal reputations. Magnetism is just as important to personal brands as it is to corporate ones. The key to creating personal magnetism is <em ljsid-1=\"\">self-promotion</em>. The positive consequences of cultivating personal magnetism through self-promotion include:":1,"#Reduced stress.":1,"#When companies use this equation, they can reap the following rewards:":1,"#Remember that the environment matters.":1,"#The employee lacks necessary skills that cannot be taught.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Roberta Chinsky Matuson</strong></a>, president of Matuson Consulting, has helped leaders in world-class companies, including General Motors, Microsoft, and the Boston Beer Company, achieve dramatic growth and market leadership through the maximization of talent. Known globally as The Talent Maximizer®, Matuson is an executive advisor who has personal experience in the C-suite. She is the author of the international bestseller <em ljsid-2=\"\">Suddenly in Charge: Managing Up, Managing Down, Succeeding all Around</em>, which was a <em ljsid-4=\"\">Washington Post</em> Top 5 Business Book for Leaders, and <em ljsid-6=\"\">Talent Magnetism</em>. She is also an expert blogger for <em ljsid-8=\"\">Forbes</em> and Glassdoor and a former monthly columnist for the <em ljsid-10=\"\">Boston Business Journal.</em>":1,"#Ease of recruitment.":1,"#Happier and more productive employees and customers.":1,"#More forgiving customers.":1,"#The connection between magnetism and growth is encapsulated by the following equation: <em ljsid-1=\"\">magnetic leadership + incredible customer service = explosive growth.</em> The devotion of Apple customers to the brand, for instance, illustrates the profits that can stem from magnetism. Central to Apple’s appeal is the overall customer experience it offers, which is directly related to the magnetism of Apple’s leadership.":1,"#The manager is more invested in the relationship than the employee.":1,"#Keeping a company healthy requires regular trimming and pruning. From an employee’s perspective, this process can seem cruel, but it can also prevent large-scale cuts that can be much more devastating. Leaders should look for these seven signs that signify the end of a professional relationship:":1,"#Prepare, practice, and release.":1,"#Reduction in customer acquisition costs.":1,"#Maintaining a commitment to personal magnetism is a long-term endeavour. As such, it’s as susceptible to burn-out as any other serious undertaking. In order to avoid this common trap, leaders should assign themselves a window of time to let their habits develop. This increases the likelihood that changes will be sustainable over the long run. Other ways to maintain positive changes are to associate with like-minded people, challenge the status quo, and commit to gradual improvement.":1,"#Let the employee guide his or her own farewell.":1,"#The Magnetism Equation":1,"#The company is evolving, and the employee cannot cope with change.":1,"#More revenue.":1,"#Show respect.":1},"version":199509}]