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All rights reserved. No part of this material may be duplicated or redisseminated without permission.":1,"#Year after year, Cummins's health...":1,"#by Erika Fry":1,"#Clicking this link will redirect to relevant products for the Publisher Fortune.":1,"#Clicking this link will redirect to relevant products for the Author Erika Fry.":1,"#Erika Fry":1,"#Corporate Wellness Programs: Healthy ... or Hokey?":1,"#Reclaiming Agency: Self Leadership in a Digital Age":1,"#In this webinar, best-selling author and Accel5 thought leader Jim Kouzes discusses the fundamental truths about leadership.":1,"#The Truth About Leadership":1,"#Every career has its challenges, speed-bumps, and sometimes outright crises. In this webinar session, career strategy expert, author, and executive coach Brian Fetherstonhaugh shares 5 practical and effective strategies to help you embrace change, overcome adversity and perform at your best—regardless of what the world throws at you.":1,"#The Resilient Career: 5 Proven Strategies to Power Through Adversity":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Len Jessup":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Alexandra Fishman":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Andy Sack, Adam Brotman":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kelly L. Campbell":1,"#Feedback usually comes from a position of authority, experience, or relationship. Wayne Turmel shares the approach you should take to ensure your feedback is heard, accepted, and acted upon.":1,"#Leaders often spend a great deal of time helping others to solve problems. Sue Powell offers a quick and effective method for helping your team members to find the answers for themselves.":1,"#2-Minute Coaching to Help Others Solve Their Own Problems":1,"#Managers today should not simply tell their employees what to do—they need teach their employees how to make decisions, solve problems, and develop skills on their own. In Harvard Business School Publishing title HBR Guide to Coaching Employees, leading experts provide advice to managers about how to coach employees to help them shape and achieve their goals. Each expert discusses topics that give managers the tools they need to better develop their personnel.":1,"#HBR Guide to Coaching Employees":1,"#Do you do a poor job of providing coaching to your direct reports? By following Marshall Goldsmith's 6-question process, executives can produce measurable change in their coaching effectiveness.":1,"#The 6-Question Approach to Coaching":1,"#Whether you’re a new or seasoned coach, you can benefit from a masterful approach to coaching that will help you stay present, make connections, and lead your clients toward effective solutions. In Coach the Person, Not the Problem, Marcia Reynolds describes how you can use inquiry to encourage reflection and insight. She provides a set of practices that will allow you to help your clients understand their own words, make connections between their beliefs and perceptions, and reframe their problems to find better paths forward.":1,"#Coach the Person, Not the Problem":1,"#Where do you fall on the coaching continuum? Timothy Clark explains how you can become an effective coach by learning to ask rather than tell.":1,"#How to Assess Your Coaching Habits":1,"#Ce site Web utilise des technologies telles que les cookies pour activer les fonctionnalités essentielles du site, ainsi que pour analyses, personnalisation et publicité ciblée. Pour en savoir plus, consultez le lien suivant :":1,"#Drew Neisser destaca la importancia de formar defensores del cliente mediante la construcción de relaciones sólidas y el fomento de la lealtad.":1,"#Cómo cultivar campeones del cliente":1,"#Tras entrevistar a cientos de marketers exitosos, Drew Neisser identificó 3 estrategias clave para un marketing B2B exitoso. Al priorizar estos enfoques, los profesionales del marketing pueden impulsar el crecimiento y mejorar la eficacia de sus esfuerzos.":1,"#3 secretos de los marketers B2B exitosos":1,"#Muchas empresas están empezando a utilizar el empujón para orientar a los clientes hacia un mejor comportamiento. Navi Radjou comparte 2 técnicas de empuje que puedes emplear para ayudar a cambiar el comportamiento de los clientes para mejor.":1,"#Cómo animar a los clientes a adoptar comportamientos positivos":1,"#<span ljsid-0=\"\">1</span> de <span ljsid-2=\"\">7</span>":1,"#La experiencia de usuario (UX) es uno de los sectores de más rápido crecimiento en el mundo empresarial. Cualquier empresa que utilice aplicaciones, anuncios, sitios web o plataformas públicas de cualquier tipo necesita una experiencia de usuario atractiva. Una experiencia de usuario eficaz requiere una combinación de destreza técnica e inspiración creativa. En Confident UX, Adrian Bilan guía a los lectores a través de los componentes esenciales de UX mientras comparte estrategias para una investigación, diseño y teabilidad exitosas. Ejecutivos, directivos, líderes de equipo y diseñadores que busquen habilidades prácticas aprenderán a desenvolverse en el sector UX con confianza.":1,"#UX confiado":1,"#El artículo analiza estrategias para gestionar las relaciones con los clientes desde la perspectiva de tres fundadores exitosos: Paul L. Gunn Jr., Madeleine Niebauer y Ryan Sprance. Gunn enfatiza la importancia de seleccionar a los clientes adecuados para mantener relaciones positivas, mientras que Niebauer destaca la importancia de responder a las demandas de los clientes para profundizar las relaciones. Sprance enfatiza la importancia de confiar en la experiencia y desafiar a los clientes a mejorar. Los fundadores también hablan de los retos de dejar ir la implicación personal en las relaciones con los clientes para escalar sus negocios de forma eficaz.":1,"#El cliente no siempre tiene razón. Pero aquí tienes cómo hacer lo correcto por ellos.":1,"#El artículo analiza los retos de gestionar a las cuatro generaciones que actualmente ocupan el entorno laboral estadounidense, con especial atención a los Baby Boomers. Hace hincapié en la importancia de comprender las diferencias generacionales para implicar y retener mejor a los empleados. El texto desmonta conceptos erróneos sobre los trabajadores mayores, como su motivación para aprender, planes de jubilación, coste para la empresa y fiabilidad. Sugiere que las organizaciones deben ser flexibles en su enfoque para gestionar diferentes generaciones y considerar opciones creativas para retener a los Baby Boomers con talento durante más tiempos.":1,"#Indignación o entusiasmo: la elección es tuya":1,"#El artículo \"Versatilidad en ventas: conectar con clientes cada vez\" analiza la importancia de la versatilidad interpersonal en las interacciones de venta. Destaca el modelo de Estilos Sociales, que categoriza a las personas en cuatro estilos principales basados en las preferencias de comunicación. El artículo destaca los beneficios de adaptarse a diferentes estilos sociales para construir relaciones productivas con los clientes, lo que conduce a un aumento de ventas y cuota de mercado. Desarrollar versatilidad en habilidades de comunicación es crucial para que los equipos de ventas tengan éxito en entornos empresariales diversos y mejoren los resultados generales del negocio.":1,"#El artículo examina cómo los compartimentos silos organizativos crean experiencias de cliente fragmentadas a través de múltiples puntos de contacto digitales y ofrece soluciones para mejorar la colaboración entre departamentos. Los temas incluyen identificar barreras comunes del departamento, implementar estrategias de gestión del cambio; y fomentar enfoques unificados centrados en el cliente mediante el intercambio de conocimientos y marcos de gobernanza.":1,"#Derribando barreras: 10 estrategias de gestión del cambio para eliminar los compartimentos aislados organizativos":1,"#El artículo se centra en estrategias para construir una verdadera lealtad del cliente, compartidas por seis líderes empresariales. Los conocimientos clave incluyen la importancia de apoyar a los clientes en tiempos difíciles, aprovechar las tendencias inesperadas del mercado y escuchar activamente los comentarios de los clientes. Además, los líderes enfatizan la necesidad de mejorar continuamente el producto, tratar a los clientes como socios e identificar puntos de dolor en la experiencia del cliente. Estos enfoques destacan que la lealtad se cultiva mediante un compromiso genuino y una respuesta a las necesidades del cliente.":1,"#Peter Fisk explora cómo las marcas pueden convertirse en algo más que simples productos construyendo comunidades y fomentando experiencias compartidas. Aprende a crear conexiones más profundas con los clientes convirtiendo tu marca en una plataforma para pertenecer y tener impacto.":1,"#<span ljsid-0=\"\">1</span> of <span ljsid-2=\"\">7</span>":1,"#Filtros ocultos":1,"#Fuente: Emprendedor":1,"#Reclamando tu voz en el trabajo":1,"#Es natural que nos preocupemos mucho por causar una buena primera impresión. Sin embargo, al comenzar en un nuevo puesto, nuestros instintos pueden interferir con nuestra eficacia. Stephen \"Shed\" Shedletzky comparte un error que se debe evitar durante los primeros 90 días en un puesto de liderazgo o gerencia.":1,"#Vídeo":1,"#<span ljsid-0=\"\">1</span> de <span ljsid-2=\"\">630</span>":1,"#¡Bienvenido,":1,"#Más":1,"#According to authors Philip Kotler and John A. Caslione in Chaotics, the world has entered the chaotic Age of Turbulence. To maneuver successfully through this, businesses need the Chaotics Management System - a framework that includes an early warning system, a scenario construction system, and a quick response system. Globalization and interconnectedness have both positive and negative impacts on the economic world as everything happens faster. Consequently, the traditional \"normal\" economic state consisting of broad upswings and narrower downswings is over. The \"new normal\" brings with it big shocks and painful disruptions at all economic levels, in other words - chaos.":1,"#Chaotics":1,"#438 Results found for <span ljsid-1=\"\">\"Chilton\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Auto repair\"</span>":1,"#413 Results found for <span ljsid-1=\"\">\"Auto repair\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Auto\"</span>":1,"#How can you maintain a competitive advantage in an increasingly automated world? Alexandra Levit suggests highlighting your uniquely human skills in everything you do.":1,"#How to Succeed in an Increasingly Automated Workforce":1,"#418 Results found for <span ljsid-1=\"\">\"Auto\"</span>":1,"#You are currently logged in as soca.kyra@gmail.com":1,"#While you can’t always control the people around you, you can control how you treat them. In Self Less, Len Jessup outlines his life of learning, adversity, and leadership through a service-oriented approach. After an upbringing of constantly proving himself to others, Jessup describes the freedom and purpose he found in embracing every opportunity that came his way, helping others find meaning, and contributing to other people’s legacies. By grounding your leadership style in empathetic values, relationship building, and resilience, you can leave a lasting, positive impact on those you care about.":1,"#Len Jessup":1,"#Self Less":1,"#The article focuses on Global Teaming Intelligence (GTI), a facilitation framework designed to enhance collaboration in complex, cross-cultural, and virtual teams. GTI treats collaboration as a system encompassing behaviors, cultural norms, roles, and information flows, guiding facilitators to diagnose and redesign team interactions across four dimensions: personas, collaboration drivers, cultural tendencies, and information flow. By applying GTI before, during, and after sessions, facilitators move beyond traditional meeting management to architect collaboration systems that build clarity, trust, and shared ownership, ultimately supporting both individual growth and collective effectiveness in global virtual teams.":1,"#Alexandra Fishman":1,"#A Guide for Distributed Team Collaboration":1,"#Effective collaboration doesn’t just improve results, it transforms how people work together. Paul Barbour shares practical ways organizations can build deeper connection and stronger teamwork at every level.":1,"#How to Create Collaboration Across Your Organization":1,"#Staying focused today isn’t just about willpower—it’s about managing your attention in a world full of constant distractions. In this learning path, you’ll learn how to reduce digital noise, overcome information overload, and build habits that protect your focus so you can work more effectively and stay present on what matters most.":1,"#Staying Focused in a Distracted World":1,"#Artificial intelligence (AI) is revolutionizing the work in every functional area, including marketing. Looking ahead, some expect that as much as 95 percent of the work done by marketing agencies, strategists, and creative professionals will be completed by AI, and this work will cost companies very little. In AI First, Adam Brotman and Andy Sack explore what AI means for marketers as well as companies at large, and offer a playbook for utilizing AI for maximum benefit.":1,"#Andy Sack, Adam Brotman":1,"#AI First":1,"#Leadership begins with personal transformation. In Heal to Lead, keynote speaker Kelly L. Campbell invites readers to confront unhealed trauma in order to become a more conscious, compassionate leader. Campbell shares real and powerful narratives that will help leaders of every level see how past wounds shape leadership style; learn to practice building empathy, presence, and trust; and expand the capacity to serve, connect, and “light the way” for others.":1,"#Kelly L. Campbell":1,"#Heal to Lead":1,"#how-giving-great-recognition-motivates-people":1,"#Copyright of Training is the property of Lakewood Media Group LLC and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.":1,"#It's because people know when they've been recognized properly, because they actually feel it. The recipient of recognition has synchrony with the giver's brain, according to brain imagery research. By being specific in two ways, the recognized employee knows exactly what the recognizer has appreciated, and he or she has greater meaning and engagement in his or her work. And the eyes will overflow with the positive feelings you have in valuing people and their contributions.":1,"#How does recognition done correctly, following these and other communication and social science principles, make such a difference to people?":1,"#Why Recognition Done Well Works":1,"#Adhering to the principle that real recognition is all in the eyes. The eyes have been described as \"the windows of the soul.\" They are a great connecting force when giving recognition. Eye contact is gazing directly at another person's eyes, and mutual eye contact is when two people make eye contact simultaneously. We make eye contact approximately 75 percent of the time when listening and 41 percent of the time when speaking with our conversational partners. So, where culturally appropriate, use eye contact to help elevate the quality of the recognition you express to others. Russian writer Sholem Aleichem once wrote, \"When the heart is full, the eyes overflow.\"":1,"#Your recognition is more meaningful and authentic when you give it this way. And you'll trigger some of those reinforcement areas in the brain.":1,"#Learn to be specific in two ways. First, part of your recognition needs to specifically describe the actions or positive behaviors observed or heard about. Second, you must tell the individual specifically the difference or impact his or her actions have made to you, peers, a customer, or to some business outcome for the company.":1,"#Being specific, which gives more authentic recognition. We need to move away from using the trite and often used phrases of \"Good job!n\" or \"Well done!\" In isolation, these typical statements mean little. Research on effective feedback shows it requires affective and objective comments.":1,"#Conveying emotion and recognition through voice. Our voice is the most powerful of recognition practices because it carries our positive emotions and perspective about a person and his or her actions. Hearing a more emotive voice is stronger than sight and facial expressions in accurately detecting emotion. We must use enthusiasm in our voice when recognizing employees—this usually comes across with a slightly higher-pitched tone and a faster speaking rate. When two people are talking and understand one another, the listener's brain activity literally mirrors that of the speaker's voice with just a short delay.":1,"#There are many practices that lend themselves to giving more meaningful recognition to people every day. But here we will explore just three recognition practices that, if done the right way, will help you give real recognition wherever you work. These practices have a deeper rationale to connecting with people emotionally and making an imprint on the brain and mind.":1,"#How to Give Real Recognition":1,"#recognized.":1,"#What if we redefine recognition as transferring positive emotions and feelings from one person to another? How you convey those emotions is another matter. It may be through your words, your actions, or through things. But these are simply a vehicle to communicate and express your feelings for the person and his or her positive behaviors. Receiving recognition given the right way activates the brain and the emotional centers that cause a person to \"feel\"":1,"#Employee recognition is not what you think it is. It is not just an acknowledgement of someone and his or her performance. It does not have to be a tangible or monetary reward or incentive. And recognition is not exactly feedback. So what is it?":1,"#Redefining Employee Recognition":1,"#Recent brain-imaging studies using functional MRI scans reveal different regions of the brain respond to recognition and rewards. For example, they activate the caudate nucleus when receiving feedback through communication. The ventral striatum mediates reward cognition, reinforcement, and motivational saliency. And the medial prefrontal cortex, as the name implies, at the front of the brain, mediates personality expression and decision-making, and moderates social behavior. Researchers have found that positive social feedback and relative social status, at work or in society, are represented in the same brain regions as monetary rewards. While the brain \"lights up\" in response to higher payoffs in rewards, there is greater activity within the brain in response to more positive evaluations of the self. Being treated fairly by others also stimulates the same brain regions associated with rewards.":1,"#A Little Science Around Recognition":1,"#I believe you can give people recognition without having to give them a reward. But whenever you give someone a reward, recognition always must accompany it, and this often is neglected. Perhaps we have made recognition far too transactional.":1,"#Does it have to be an achievement or can it simply be good work done well? It's OK to respect the individual preferences for public or private recognition. However, does recognition always have to involve a reward?":1,"#Does it have to be an achievement or can it simply be good work done well? It's OK to respect the individual preferences for public...":1,"#People from around the world in a variety of occupations all have an inherent need to feel appreciated for who they are and recognized for what they do. But what if we've all been thinking of recognition the wrong way? Take, for example, the definition of recognition from the Society for Human Resource Management (SHRM): \"The acknowledgement of human achievement made publicly or privately, and can involve a monetary or non-monetary reward.\"":1,"#by Roy Saunderson":1,"#Clicking this link will redirect to relevant products for the Author Roy Saunderson.":1,"#Ta strona internetowa korzysta z takich technologii jak pliki cookie, aby umożliwić niezbędną funkcjonalność witryny, a także do następujących celów: analityka, personalizacja i reklama ukierunkowana. Możesz zmienić swoje ustawienia w dowolnym momencie lub zaakceptować ustawienia domyślne. Możesz zamknąć ten baner, aby kontynuować korzystanie tylko z niezbędnych plików cookie.":1,"#Hardwiring Excellence":1,"#Redefining Operational Excellence":1,"#Unusually Excellent":1,"#In order for your team to become truly high-performing, it must be able to execute effectively. Elizabeth Doty gives leaders 4 suggestions that can help to translate your team’s insights into execution over time.":1,"#4 Steps to Improving Execution":1,"#In addition to a to-do list, I always maintained a follow-up list. It was a good opportunity to offer stretch tasks to key individuals who were seeking to differentiate themselves from their peers. I would include the completion of ad-hoc tasks in the annual goal planning process when I sat down with employees at the start of each year. Learning to use to-do lists effectively is simple and satisfying, and it offers a sense of accomplishment every time you scratch an item off your list.":1,"#Stay In Control As a Leader - The Easy Way.":1,"#Decisions made in boardrooms have broad consequences for management, investors, employees, and other stakeholders who rely on the directors to be efficient, responsible stewards of the organization. In Boards That Excel, B. Joseph White shares insights into how directors can provide the best governance for the corporations, private companies, or nonprofit agencies they serve. White uses information from both personal experience and scholarly research in outlining how boards can provide great governance.":1,"#Boards That Excel":1,"#Often you will need to enhance your teams productivity quickly. Steve Radcliffe demonstrates how to enhance your relationships in order to improve the performance of any team you are a part of.":1,"#Exercise: Improving Team Performance":1,"#429 Results found for <span ljsid-1=\"\">\"excel\"</span>":1,"#Connecting with others digitally is a necessary requirement in today’s business world. Ensure that your relationships are strong and authentic by practicing clear communication and mindful listening.":1,"#Building Relationships in a Digital World":1,"#This article examines the results of a study that looked into why managers may be reluctant to support employees’ creative ideas, focusing on the status consequences managers face when endorsing subordinates’ proposals. Across multiple experiments, the study found that when ideas succeed, employees gain more status than their managers, while failed ideas lead to greater status losses for managers, making endorsement risky regardless of outcome. These perceived status dynamics help explain managerial resistance to innovation and suggest that practices such as blind idea evaluation could reduce bias and encourage the advancement of promising ideas.":1,"#Why Managers Stifle Good Ideas":1,"#Nastavení souborů cookie":1,"#Zavřete předvolby souborů cookie":1,"#Odmítnout nepodstatné":1,"#Přijmout vše":1,"#Uložit":1,"#Analýza":1,"#Personalizace":1,"#Cílená reklama":1,"#Nastavení ukládání":1,"#Zásady ochrany osobních údajů":1,"#Tento web využívá technologie, jako jsou soubory cookie, aby umožnily základní funkce webu, a také pro analýza, personalizace a cílená reklama. Nastavení můžete kdykoli změnit nebo přijmout výchozí nastavení. Tento banner můžete zavřít a pokračovat pouze se základními soubory cookie.":1,"#Zavřete tento dialog":1,"#Otevře externí web v novém okně":1,"#Otevře externí web":1,"#Otevře se v novém okně":1,"#Insecure leaders—whether anxious or avoidant—are more common in organizations than most people acknowledge. Their behaviors can distort communication, undermine collaboration, and burden teams. Anxious leaders seek reassurance and may micromanage; avoidant leaders resist feedback and limit openness. In response, the people they work with overaccommodate, withdraw, or confront too directly, which reinforces the insecurity. The authors offer a three-step framework for working with such leaders: regulate emotional intensity, relate through attuned connection, and reason only once safety is established. This enables clearer dialogue, healthier decision-making, and more-functional partnerships with insecure executives.":1,"#Jeffrey Yip, Dritjon Gruda":1,"#How to Manage an Insecure Leader":1,"#As an accomplished executive, both in corporate settings and start-ups, and with a top-rated MBA (INSEAD), <strong ljsid-1=\"\"><a ljsid-1-0=\"\">McKenna Sweazey</a></strong> has had to hone her interpersonal relationship skills over Skype, Google Hangouts, Slack, good old-fashioned phone lines, and now Zoom. Her career includes her work with successful start-ups, like Taboola, which IPO’d in 2021 and where she spent five years. She also worked at the venerated <em ljsid-3=\"\">Financial Times</em> as head of global marketing. Currently, she is a marketing strategy consultant for brands in the US and Europe.":1,"#Add humility to your self-promotion by giving some credit to others. Add context to your accomplishments with details like the size of the team you lead and how much revenue you generated.":1,"#Convey confidence by speaking at a measured pace on the lower end of your vocal register. Also use good posture, move the conversation forward, and ask questions.":1,"#Demonstrate your expertise by becoming active in your industry on LinkedIn or Twitter.":1,"#To get ahead in a dispersed workplace, you need sound digital networking skills. To make a good impression online, you need credibility, confidence, and humility. Be sure to:":1,"#Networking, Mentoring, and Making New Digital Friends at Work":1,"#<em ljsid-0=\"\">Heighten your empathy</em>. Use your digital empathy skills to build rapport with the interviewer and determine when you’re losing their interest.":1,"#<em ljsid-0=\"\">Aim for a comfortable conversation</em>. The interview should feel like a casual chat—not too formal or informal.":1,"#<em ljsid-0=\"\">Master your technological setup</em>. Practice interviewing over Zoom. Make sure your setup, physical background, and outfit look professional.":1,"#<em ljsid-0=\"\">Prepare for a structured interview</em>. Remote interviews tend to be more structured. Rehearse your stories so they’re clear and concise. Follow the <em ljsid-2=\"\">STAR method</em> and explain the <em ljsid-4=\"\">situation, task, action</em>, and <em ljsid-6=\"\">result</em>.":1,"#As an interviewee, it’s difficult to gather information about company culture. Here’s how to make the most of a virtual interview:":1,"#Being Interviewed Remotely":1,"#<em ljsid-0=\"\">How will I sell the role?</em> Practice your pitch. Consider your team’s hours, culture, and communication preferences.":1,"#<em ljsid-0=\"\">What does my gut say?</em> Use tools to prevent bias, then listen to your gut. Some people are better at assessing future job performance than others, so consider what you thought about current employees during their interview versus how they eventually performed.":1,"#<em ljsid-0=\"\">How can I avoid bias?</em> Hiring for fit can introduce unhealthy biases based on superficial appearance. To avoid this, make initial screening calls via phone.":1,"#<em ljsid-0=\"\">How can I put the interviewee at ease?</em> Nervous interviewees underperform. Be friendly, use good listening skills, and ask open-ended questions that allow the candidate to demonstrate their skills.":1,"#<em ljsid-0=\"\">What do I need to know to assess whether the person can do the job?</em> To help assess fit, leave plenty of time at the end of the interview for unstructured discussion.":1,"#To hire the best person for the job without ever meeting them, ask yourself the following questions:":1,"#Interviewing Remotely":1,"#Section 3: Managing Cross-Functionally and Indirectly":1,"#<em ljsid-0=\"\">What would make them happy?</em> To get underperformers thinking about their next steps, find out what aspects of work they like and where they see themselves in the future. Praise their strengths.":1,"#<em ljsid-0=\"\">How do I fix it?</em> State clearly that the person needs to do better. Make sure they understand that if they can’t improve, there isn’t room for them in the organization. Set a high bar for performance and provide feedback often through meetings, status updates, and work reviews.":1,"#<em ljsid-0=\"\">Are they satisfied with failure?</em> Most people want to succeed, but some are satisfied with long-term underperformance.":1,"#<em ljsid-0=\"\">Do they know they’re underperforming?</em> If the person doesn’t know they’re underperforming, it’s probably your fault. Be clear about how they’re failing and include specific examples. Describe what success looks like and compare their output to your strongest performers.":1,"#<em ljsid-0=\"\">Are they wrong for the role, team, or company?</em> You have a duty to test out opportunities for improvement and understand whether a temporary factor in their personal life is driving poor performance.":1,"#<em ljsid-0=\"\">Is it just me?</em> When someone is terrible to work with, usually the whole team agrees and expresses their opinion in subtle and overt ways.":1,"#The best way to eliminate poor performers is to use empathy to respectfully show why moving on is better for them and the team. If you believe someone doesn’t have what it takes to succeed in their current role, ask yourself the following questions:":1,"#Getting Someone to Quit":1,"#<em ljsid-0=\"\">Recap</em>. Meeting notes are stored to maintain institutional knowledge and update people who didn’t attend.":1,"#<em ljsid-0=\"\">Role assignments</em>. As a manager, your job is to model the behavior you want to see. Every meeting should include a chairperson who controls the timing and agenda, a note taker, and someone to end discussion when the meeting goals have been reached.":1,"#<em ljsid-0=\"\">Agenda</em>. A good agenda includes what will be discussed, in what order, and for how long. Also include any supporting documents.":1,"#<em ljsid-0=\"\">Physical format</em>. Sitting at a conference table isn’t the standard meeting anymore. Standing and walking meetings are still possible with virtual meetings; they just require more planning.":1,"#<em ljsid-0=\"\">Timing</em>. Aim for the shortest possible meetings with the lowest frequency.":1,"#<em ljsid-0=\"\">Invitations</em>. Decide who to invite based on the agenda and each person’s expected contribution.":1,"#<em ljsid-0=\"\">Categorization</em>. Every meeting should have a goal. By understanding the goal, you can make better decisions about the agenda. Meetings may be intended to inform and update, recap and check-in, create new ideas, or make a decision.":1,"#For a remote workforce, meetings are the office. Effective meetings will include the following elements:":1,"#Distributing Knowledge Asynchronously: What Do Good Meetings Look Like?":1,"#To imbed new hires into the social structure, provide branded office items, introductory meetings, a welcome party, and a guide to any ongoing social opportunities.":1,"#<em ljsid-0=\"\">Have people take notes</em>. Ask new hires to flag anything that seems incorrect or unclear.":1,"#<em ljsid-0=\"\">Provide guidance</em>. Training should include a mix of formal learning, individual and group meetings, and self-directed learning.":1,"#<em ljsid-0=\"\">Update your organizational chart</em>. Your organizational chart should include who’s working on what project.":1,"#<em ljsid-0=\"\">Update your calendar</em>. New hires should know the purpose of every meeting they’re scheduled to attend.":1,"#<em ljsid-0=\"\">Share documents</em>. Organize and update applicable documents.":1,"#Onboarding tests your knowledge distribution. To prepare new hires, follow these best practices:":1,"#Fortune 500 companies lose at least $31.5 billion every year by failing to share knowledge. To optimize knowledge transfer in a dispersed workforce, you must first determine what needs to be made public. Consider the importance of the message, whom it will affect, when the action will occur, and how long the impact will last. Use that information to choose an appropriate platform to distribute the information.":1,"#Distributing Knowledge Asynchronously":1,"#For formal feedback, ask the employee to restate what they heard. Research shows that people often hear more positive feedback than managers think they delivered.":1,"#If the feedback is minor, a quick Slack message or unexpected phone call may seem less serious and minimize the threat response. For more serious feedback, choose video. This allows you to use your tone and expressions to modulate the criticism.":1,"#Vague criticism and compliments aren’t actionable. Write down your feedback immediately and use it later for later discussions.":1,"#If your feedback is regarding a recent failure, and the person knows they failed, be sympathetic. Ask yourself, “What would help them most right now?”":1,"#People who are learning new skills need more positive feedback, while experts prefer critical feedback.":1,"#When delivering negative feedback, choose a time when the person isn’t overwhelmed with personal or professional responsibilities. Recipients of negative feedback feel threatened, which inhibits growth.":1,"#Critical feedback is a growth opportunity. Managers should provide specific, actionable, and helpful feedback. The following tips can help make your feedback more effective:":1,"#Giving Feedback Online":1,"#Team building strengthens bonds by giving people an “other” to coalesce around. Whether in-person or virtual, the most successful team-building activities aren’t too revealing, work for people with less creative talent, and don’t take up too much personal time.":1,"#Value statements are designed to be a company’s north star. If your company’s mission is to move fast but your team chooses perfection over speed, there’s a disconnect. Make sure there are no disconnects between your team’s cultural norms and the stated mission and values of your organization, then codify this information in meetings and shared documents.":1,"#<em ljsid-0=\"\">Culture</em> is the way your organization does business. It includes the hours you work, the way you communicate, and how you treat failure. In a dispersed workplace, culture must be clearly defined. Ask newcomers and established employees to define your team’s culture, then share it in a document.":1,"#Driving Real Connection with Your Team":1,"#Section 2: Managing a Virtual Team Using Digital Empathy":1,"#<em ljsid-0=\"\">Don’t always choose video</em>. Choose a video or phone call when you need an answer immediately, the task is delicate, you don’t want anything in writing, or for topics people will stew over.":1,"#<em ljsid-0=\"\">Be succinct</em>. With written communication, get to the point. If you have a summary, lead with it and clearly state any required actions. Your tone might not come across, so when appropriate, use emojis.":1,"#<em ljsid-0=\"\">Put yourself in the recipient’s shoes</em>. What do they want or need to hear?":1,"#Here’s how to use digital communication tools to lead with empathy:":1,"#Everything you do conveys information. To communicate professionalism on video calls, mimic eye contact. Put a camera above your larger screen and center Zoom squares directly below the camera. Your face should be active and take up no more than one-quarter to one-third of the screen. It’s okay to lean, but don’t hunch.":1,"#“Speaking” So Others Will Understand":1,"#<em ljsid-0=\"\">Don’t look at yourself</em>. Cover your on-screen image with a sticky note.":1,"#<em ljsid-0=\"\">Change your view settings</em>. Processing many faces is exhausting. Change your setting to speaker view only.":1,"#<em ljsid-0=\"\">Walk</em>. When possible, walk while talking. It’s good for your energy levels.":1,"#<em ljsid-0=\"\">Eliminate unnecessary Zoom meetings</em>. Sometimes a phone call is enough.":1,"#Zoom meetings are exhausting. They interrupt natural conversational patterns and make your brain work harder to process nonverbal cues. To make Zoom calls less draining:":1,"#Leverage the autonomy of work from home (WFH) to create a schedule that works for you. Use a tracker to determine when you’re best suited to solo work, meetings, and breaks. Save tasks that require total concentration for WFH and mark them clearly on your calendar. This frees office days for face-to-face communication. Don’t schedule back-to-back meetings—your brain needs breaks—and protect your personal life by setting aside time for mandatory family and social commitments.":1,"#Feeling Good Working from Home":1,"#Making constructive suggestions.":1,"#Being supportive.":1,"#Asking useful questions.":1,"#Good listening skills are at the core of empathy. To make people feel heard, eliminate distractions, nod your head and say “mm-hmm” or “I agree,” and summarize important points. Afterward, leave time to take notes, and use them to check in later. Additional ways to turn listening into empathy include:":1,"#<em ljsid-0=\"\">Step back</em>. If you have time, walk away from your computer and do something that will improve your mood, like meditating or physical activity.":1,"#<em ljsid-0=\"\">Put on a happy filter</em>. Boost your mood by looking at images that make you happy.":1,"#<em ljsid-0=\"\">Acknowledge</em>. Acknowledge your emotions and try to see things from a more optimistic perspective. Let colleagues know that you’re having a rough day so they won’t assume your attitude is directed at them.":1,"#<em ljsid-0=\"\">Empathy</em> is the ability to understand what other people are feeling and why. To put yourself in someone else’s shoes, you must first learn to master your own negative emotions. A three-step process can help you combat negative emotions:":1,"#Improving Your Own Empathy":1,"#Section 1: Managing Yourself":1,"#Interviewing remotely, whether you’re hiring or you’re the candidate, will be more successful if you prepare, practice your pitch, conduct yourself professionally, and employ empathy.":1,"#Remote meetings should always include a goal and an agenda. Keep them as short as possible and assign roles —such as timer and note taker—to participants.":1,"#With a virtual workforce, it’s more difficult to provide timely feedback. Write your feedback down immediately and save it for later discussion. Distinguish between informal and formal feedback and use the appropriate vehicle for each.":1,"#Save tasks that require total concentration for work-from-home days. This frees up time in the office for meetings and lunch dates.":1,"#The key to empathy is exercising good listening skills. To listen effectively and make people feel heard, you should eliminate distractions, nod your head and say “mm-hmm” or “I agree,” and summarize important points.":1,"#Work from home is here to stay. In <strong ljsid-1=\"\">How to Win Friends and Manage Remotely</strong>, accomplished executive McKenna Sweazey teaches readers how to lead with empathy in digital workplaces. In this step-by-step guide, you’ll learn why empathy is a key skill for managers, and how to harness it to become a better boss, colleague, and employee.":1,"#©2022 by McKenna Sweazey":1,"#McKenna Sweazey":1,"#The takeaway on this is as a member of a remote team, look at each step of the 3P model and identify, first, what do you do well in each category? Secondly, where do you need to improve? Choose 1 action to do tomorrow that’ll up your game and make you a great remote teammate.":1,"#And the reason you need to do this is the third P, which is <em ljsid-1=\"\">potential</em>. You need to take the long view of your work. Focusing solely on the task in front of you can lead to burnout, it can lead to disengagement—because who cares anymore—and it can lead to you basically disappearing off your teammates’ radar. So, you need to be productive, you need to be proactive, and you need to think about the long-term potential of how you work.":1,"#The second P showed up the most in any of our research on this, and that's <em ljsid-1=\"\">proactivity</em>, reaching out without being asked. That doesn't just mean if something needs to be done you do it without being asked, but when we work remotely it’s really easy to go into our silos and wait to be approached for something. We need to be proactive, and that includes feedback, offering feedback to your manager and your teammates, asking questions, and participating in meetings.":1,"#The first is <em ljsid-1=\"\">productivity</em>. Productivity is not being busy; productivity is not getting things checked off the list. Productivity is getting the right work done in the right way in the right amount of time. And on a team, that means not only getting your <em ljsid-3=\"\">own</em> work done—you’re not a much of a teammate if you’re not carrying your weight—but you’re also helping the team and your teammates get <em ljsid-5=\"\">their</em> work done. So, it's not just how hard you work, but how you work: productivity.":1,"#When you think about what makes somebody a great teammate, you probably have a picture in your mind, maybe of a specific person. They do 3 things:":1,"#Recently Viewed (56)":1,"#Recently Viewed <span ljsid-2=\"\">(56)</span>":1,"#Audio Back 15 Seconds-0:39/8:40":1,"#Audio Back 15 Seconds-0:54/8:40":1,"#Audio Back 15 Seconds-1:01/8:40":1,"#Audio Back 15 Seconds-1:16/8:40":1,"#Work from home is here to stay. In How to Win Friends and Manage Remotely, accomplished executive McKenna Sweazey teaches readers how to lead with empathy in digital workplaces. In this step-by-step guide, you’ll learn why empathy is a key skill for managers, and how to harness it to become a better boss, colleague, and employee.":1,"#How to Win Friends and Manage Remotely":1,"#Your employees are influencers with strong personal networks and a host of social media channels that they use to share meaningful content with people around the world. With the right tools and processes, and with the support of your employees, you can tap into the power of their social media channels to magnify your brand’s voice. In Participation Marketing, Michael Brito helps you access this power through employee advocacy. He demonstrates how you can earn your employees’ respect, ignite their passion, and inspire them to share content and influence others in authentic, organic, and trustworthy ways.":1,"#Michael Brito":1,"#Participation Marketing":1,"#The article looks at how traditional business enterprises are learning from and participating in the sharing or collaborative economy. It notes the growth of the collaborative economy, citing start-up companies such as rental service Airbnb and peer-to-peer loan service Lending Club. The author discusses how mainstream companies can use collaborative strategies to address problems or gaps in their business model, citing examples including Marriott hotel company's partnership with workspace rental platform LiquidSpace to allow hotel guests and others to work in unused hotel conference rooms. Acquisitions of sharing economy firms by established companies are also discussed.":1,"#Rachel Botsman":1,"#Sharing's Not Just for Start-Ups":1},"version":203067}]