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These core qualities come from a combination of nature and nurture and are neither inherently good nor bad. Rather, how well...":1,"#After six years of routinely going above and beyond her duties as a social services director at an agency serving underprivileged children, Kelly suffered a serious case of burnout that resulted in an eight-week medical leave. Kelly is a <em ljsid-1=\"\">Sensitive Striver</em>: an emotionally sensitive high achiever who’s filled with anxiety and self-doubt.":1,"#Are You a Sensitive Striver?":1,"#Part I: Build Self-Awareness":1,"#By trusting themselves and leveraging their core qualities, Sensitive Strivers can craft and control the career and life they want.":1,"#To avoid angst and burnout, Sensitive Strivers must learn how to keep these six qualities in balance.":1,"#<em ljsid-0=\"\">Sensitive Strivers</em> are high achievers whose thoughts and behavior are governed by six core qualities: sensitivity, thoughtfulness, responsibility, inner drive, vigilance, and emotionality.":1,"#Sensitive high achievers often find themselves unwitting victims of their own exceptional qualities. Plagued by self-imposed pressure to meet the perceived expectations of others, they have difficulty living life on their own terms and are vulnerable to burnout. If this sounds like you, there’s another path. In <strong ljsid-1=\"\">Trust Yourself</strong>, executive coach Melody Wilding explains how to overcome angst and harness your inherent sensitivities to design the life you want. Through real-life anecdotes and easy-to-follow practical steps, Wilding teaches you how to increase self-awareness, reduce self-sabotage, uncover your true aspirations, and make lasting changes that sustain your self-growth.":1,"#ISBN: 978-1-797-20196-2":1,"#©2021 by Melody Wilding":1,"#by Melody Wilding":1,"#Stop Overthinking and Channel Your Emotions for Success at Work":1,"#Clicking this link will redirect to relevant products for the Publisher Chronicle Books.":1,"#Chronicle Books":1,"#Clicking this link will redirect to relevant products for the Author Melody Wilding.":1,"#Notes (13)":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Chester Elton</strong></a> has spent two decades helping clients engage their employees to execute on strategy, vision, and values. A sought-after speaker, executive coach, and author, he provides real solutions to leaders looking to manage change, drive innovation, and lead a multigenerational workforce. His books include <em ljsid-2=\"\">All In, The Invisible Employee</em>, and <em ljsid-4=\"\">The Carrot Principle</em>.":1,"#Don't forget to celebrate the small wins, because that momentum gets you the big wins. I promise.":1,"#Well, see, that's the concept of the small win. I get that the goal is the pins. The things you do to get to the goal, those little wins along the way, are really encouraging, and it builds momentum. Have you ever, you know, at a restaurant, somebody's given you a great service, and you give a little compliment, right? “Hey, you're doing it. Thank you so much for that recommendation. That dessert was amazing,” and how it changes your relationship. Simple things like that, right? Well, the same thing happens on your team. “Hey, you know, Bob, I got to tell you, you just did that little extra in that presentation. You picked up on that one thing that made all the difference. That's going to be a customer for life.” Or “hey, you know, I was listening in on the call center and that customer called up, she was so angry, and you calmed her down. You walked her through the warranty, you solved her problem.” See, those little things make all the difference. Those are small wins.":1,"#When you look for small wins, what you're doing is you're building momentum, those little things that keep people engaged. “Hey, you're doing great.” Adrian Gostick, my coauthor, and I, we both went to the same university, right? And it's so interesting, when I was back in college, you had to have physical ed credits to graduate. I don't know why; there weren’t that many credits. Trust me, nobody graduated in tip-top shape. The point is that you had to have it to get your certificate, to get your diploma. So, I found out I was half a credit short. So I'm looking through all the classes, and bowling was half a credit; that's pass or fail. Perfect. So I signed up for bowling. Now, I'm not much of a bowler, although I get it. Ball, knock over pins, get points. So we're there with a couple of our buddies and stuff, and we're just firing the balls down the lane, and we're laughing and smashing the pins. Then the professor shows up. I don't know if there's actually a professor of bowling, but you get the drift. And he says, “Hey, listen, you guys are having fun. But what you got to do is you're aiming for the pins. Don't aim for the pins. Aim for the little arrows that are just kind of about a third of the way down the lane. If you hit the arrow, you'll hit the pin.” “Oh, that's great advice.” And so, sure enough, we started to do that. Everybody's increased by, like, 20, 30 points. It was amazing.":1,"#When you look for small wins, what you're doing is you're building momentum, those little things that keep people engaged. “Hey, you're doing great.” Adrian Gostick, my coauthor, and I, we both went to the same university, right? And it's so interesting, when I was back...":1,"#Leading with gratitude. Small wins. Watch for it. So often as leaders, we go, “Hey, when we hit the goal, we're going to celebrate,” right? “What have you done for me lately?” If you grow up in sales, you're kind of used to it, and yet it's not a great way to lead.":1,"#Today 7:59 AM":1,"#Portfolio/Penguin, an imprint of Penguin Random House LLC":1,"#Método 52-17":1,"#Today 7:48 AM":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Alexandra Levit’s</strong> </a>goal is to prepare organizations and their employees for the future workplace. A former nationally syndicated columnist for the <em ljsid-2=\"\">Wall Street Journal</em> and writer for the <em ljsid-4=\"\">New York Times</em>, <em ljsid-6=\"\">Fast Company</em>, and <em ljsid-8=\"\">Forbes</em>, Alexandra has authored several books, including the international bestseller <em ljsid-10=\"\"><a ljsid-10-0=\"\">They Don’t Teach Corporate in College</a></em> and <em ljsid-12=\"\"><a ljsid-12-0=\"\">Humanity Works: Merging People and Technologies for the Workforce of the Future</a></em>.":1,"#The other thing you want to do is, when you have these manageable components, you want to reward yourself for completing them, and there is a method out there called 52-17, which has been proven in many, many research studies that, that is kind of a magic combination of 52 minutes of very focused activity on whatever it is you’re doing, followed by a 17-minute break where you completely discharge from that task. You might go out for a walk, you might play a video game, you might talk to a friend, be on social media, and then you return and do another 52-minute sprint. So when you are working on your individual components of your task, you want to be sure to build in those 17-minute breaks, and that will help you sustain your overall momentum in completing the task.":1,"#So, in today’s world, time management is something that we all struggle with. There are too many things to do and not enough hours in the day, and in fact being on our devices 24/7 has been somewhat detrimental, in that, the times of things being divided into work period versus personal period are at a close. We now find ourselves needing to juggle a whole bunch of things at once. So, to that end, there are a few tips that I recommend. Number 1 is if you have a giant task, a project that just seems insurmountable, you want to break that task down into manageable chunks, components that you can deliver on a little bit at a time so they don’t seem quite so unmanageable. And in my experience, when I’m writing a book, for example, I don’t look at it as “I need to deliver a 60,000-word book, oh my gosh! What am I going to do?” Instead, I say “I’m going to write one chapter per month,” and then I outline that chapter, what it’s going to include and when I am going to write different parts. And on a given day, I might only have to write one small part and it sounds much more palatable than I have to write a 60,000-word book, which if you think about it, could make even the most effective diligent person really nervous.":1,"#So, in today’s world, time management is something that we all struggle with. There are too many things to do and not enough hours in the day, and in fact being on our devices 24/7 has been somewhat detrimental, in that, the times of things being divided into work period versus personal period are at a close. We now find ourselves needing to juggle a whole bunch of things at once. So, to that end, there are a few tips that I recommend. Number 1 is if you have a giant task, a project that just seems insurmountable, you want...":1,"#Clicking this link will redirect to relevant products for the Speaker Alexandra Levit.":1,"#joy-works":1,"#Who is your customer?":1,"#Purpose":1,"#Praise":1,"#People":1,"#All business leaders are responsible for creating an environment where joy flourishes. Leaders who tap into what...":1,"#ISBN: 978-1-119-98805-2":1,"#by Alex Liu":1,"#Clicking this link will redirect to relevant products for the Author Alex Liu.":1,"#Importancia de celebrar los primeros logros durante el cambio brinda esperanza":1,"#Today 7:32 AM":1,"#The Armor of Positive Thinking":1,"#Here's what you need to do to control stress and hike optimism: Tips and Tools for Increasing Your Stress Tolerance 1. Prioritize Daily Tasks and Eliminate Non-essentials Organizing your daily priorities can reduce a major source of stress.":1,"#Increasing Your Stress Tolerance: Tips & Tools":1,"#Speaker: Alisa Cohn":1,"#Interested in a fast, free process that can help you improve each day? Marshall Goldsmith reveals how adopting his Daily Question Process can help you get better at almost anything.":1,"#Speaker: Marshall Goldsmith":1,"#The Daily Question Process: How to Get Better at Almost Anything":1,"#Speaker: Joanna Barsh":1,"#Speaker: Tasha Eurich":1,"#You’ve read the management books. You’ve heard more than enough about empowerment, teamwork, and so forth. But there’s just one problem: in the day-to-day rush of running a small company, keeping your staff motivated takes a backseat to management crises and making sales.":1,"#Try Praise":1,"#If rewards and recognition are going to work, they have to fit the personality of the workers receiving them. Here’s one way to make the match. Recognizing employees’ good work is one of the most exasperating tasks that managers face. It's not that rewarding workers is a discomfiting thing to do, like performance appraisals. But in trying to demonstrate their appreciation for a job well done, managers confront a damned-if-you-do, damned-if-you-don't dilemma.":1,"#Bob Nelson, Tom Hill, Lael Good":1,"#You Want ToMAYtoes, I Want ToMAHtoes":1,"#Joanna Barsh details steps you can take to find your passion at work in order to have greater energy and impact.":1,"#How to Find Passion in Your Work":1,"#the-business-of-you":1,"#<strong ljsid-0=\"\">Lukas Krause</strong> is driven by a relentless desire to learn, grow, and help others achieve their potential. He has developed, refined, and used the practices contained in this book to rise from an entry-level position to CEO for the Real Property Management franchise system and its portfolio of companies. He’s received numerous accolades individually and organizationally. Krause holds a bachelor’s degree in marketing from Indiana University and an Executive MBA from the University of Colorado.":1,"#<em ljsid-0=\"\">Reading nonverbal cues.</em> Before you begin an important meeting or presentation, read the room. If you notice a change, identify what you might have said or done to trigger the response.":1,"#<em ljsid-0=\"\">Influencing others.</em> Paint a picture of what the future looks like after a desired change has been implemented, including benefits to the individual or organization. Add credibility by using statistics and real-life examples, then outline the next steps. If possible, create a sense of urgency.":1,"#<em ljsid-0=\"\">Resolving conflict.</em> Present a calm demeanor by slowing your speech, using a soft tone, and maintaining open body language. After all parties agree to a solution, make sure to follow through.":1,"#<em ljsid-0=\"\">Constructive disagreement.</em> Instead of asking biting questions that make people feel defensive, start the discussion in a positive manner, cite the facts, and acknowledge that it’s only your perspective.":1,"#You can strengthen your relationships with four key interpersonal skills:":1,"#<em ljsid-0=\"\">Obtain feedback.</em> If possible, record and review your performance. Also, collect feedback from teammates.":1,"#<em ljsid-0=\"\">Focus on game time.</em> Trust your preparations and stay in the moment.":1,"#<em ljsid-0=\"\">Mentally prepare.</em> Before your presentation, take several minutes to breathe deeply and review your game plan.":1,"#<em ljsid-0=\"\">Practice. </em>Practice until you’re comfortable.":1,"#<em ljsid-0=\"\">Develop a plan.</em> Outline your agenda, including what you’ll cover, when, and why.":1,"#<em ljsid-0=\"\">Scout and research.</em> Gather information about your audience, including likes, dislikes, and potential impediments. Maintain files on key teammates, including supervisors, influential colleagues, and customers.":1,"#<em ljsid-0=\"\">Define the objective.</em> Define your main and ancillary goals, and focus on the main ones.":1,"#Have an important presentation? The following seven-step process can prepare you for success:":1,"#<em ljsid-0=\"\">Tracking your results.</em> Each week, write down your positive contributions, including wins and disasters avoided. Look for positive and negative trends, and discuss your track record regularly with your supervisor.":1,"#<em ljsid-0=\"\">Respecting office email. </em>Keep long emails easy to read with bullet points and clear next steps. Conduct sensitive conversations in person or over the phone.":1,"#<em ljsid-0=\"\">Watching your tone. </em>Your tone is most likely to be compromised when you’re upset. Watch out for pet peeves and people who put you in a bad mood.":1,"#<em ljsid-0=\"\">Delivering bad news the right way. </em>Be empathetic but matter-of-fact.":1,"#<em ljsid-0=\"\">Replying promptly. </em>Respond within one business day to voicemail and email. If you can’t complete a request right away, provide an estimated timeline.":1,"#<em ljsid-0=\"\">Keeping it simple.</em> Assume your audience knows very little about the subject, avoid industry jargon, and use simple language.":1,"#You must communicate effectively to rise in your chosen field. Tips include:":1,"#Respect other people’s work styles. If your supervisor prefers face-to-face communication, adjust your habits to meet his or her needs.":1,"#Be engaged. Give everyone your undivided attention, take notes when appropriate, and ask thoughtful questions.":1,"#Accept negative feedback gracefully. Instead of getting defensive, thank the individual.":1,"#Go the extra mile. Meet or exceed your deadlines with quality work, and look for ways to help.":1,"#Stand out with a polished appearance, including wardrobe, certifications, degrees, industry organizations, well-crafted social media, and positive office friendships.":1,"#The most highly valued team members are reliable, trustworthy, competent, and resourceful. They take ownership of all responsibilities and projects and are team players. Embody these characteristics in everything you do.":1,"#Your personal brand should convey the characteristics most likely to advance your career. The following tips can help you present a polished image:":1,"#Section Four: Managing Your Personal Brand":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Curiosity. </em>Ask people about their jobs, read business books and magazines, take up new hobbies, and learn new skills.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Mentors. </em>Is there a professional you admire? Ask him or her to be your mentor. Stay in touch regularly and offer to help out whenever possible.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Relationships. </em>Connectors build relationships throughout an organization. Become a connector by taking 30 minutes each day to make small talk with colleagues; saying “yes” to coffee, lunch, or happy hour with colleagues; reading reports from other departments; and hanging out after normal business hours when team leaders are likely to still be working.":1,"#<em ljsid-0=\"\">Cross-training.</em> If your company doesn’t have a formal cross-training program, seek out interdepartmental projects and shadow different jobs and departments.":1,"#<em ljsid-0=\"\">Company-sponsored development. </em>Many companies offer groups, classes, and tuition reimbursement.":1,"#Accelerate your personal development by seeking out opportunities to learn, both in the office and at home. Tap in to:":1,"#<em ljsid-0=\"\">Practice good body language.</em> Practice good posture daily by taking a wide stance, keeping your chin up and shoulders back, and making eye contact. Try focusing on one area for a few days, then moving to the next.":1,"#<em ljsid-0=\"\">Accept compliments.</em> Don’t cover for insecurity by laughing off compliments. Instead, offer sincere thanks.":1,"#<em ljsid-0=\"\">Visualize. </em>Prep for an important meeting or presentation by visualizing a detailed walk-through. Use all your senses by imagining the sights, sounds, smells, and emotions.":1,"#<em ljsid-0=\"\">Monitor self-talk.</em> Break the cycle of self-doubt by acknowledging your feelings, focusing on the positive, and then creating a strategy for success.":1,"#<em ljsid-0=\"\">Watch your tone.</em> Record yourself during a variety of interactions to monitor your pauses, pace, and tone. Practice speaking with confidence.":1,"#Confidence drives success. The following tools can boost your confidence:":1,"#<em ljsid-0=\"\">Harness your competitive drive.</em> Turn work into a game by tracking the number of customers you call each hour or files you audit each day.":1,"#<em ljsid-0=\"\">Adopt learned optimism.</em> Begin or end your day by writing down three positive things about your job. Use the same strategy to disrupt negative self-talk.":1,"#<em ljsid-0=\"\">Manage your emotions.</em> Break the cycle of negativity by recognizing and formally acknowledging your emotions, figuring out why you feel that way, and then examining the facts in an unbiased way. After determining whether your feelings are valid, you can decide what to do about them.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Reset. </em>When your attitude starts slipping, reset by taking a walk, chatting with a friend, or meditating.":1,"#<em ljsid-0=\"\">Start your day with a healthy routine.</em> Block off time in the morning to do things that make you happy.":1,"#People want to work with people they like. The following tips can help you develop a positive attitude at work:":1,"#Section Three: Establishing Your Competitive Advantage":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Role. </em>Consider how this role furthers your career ambitions, how well the responsibilities fit your core skills, and whether you’d enjoy the day-to-day responsibilities. Before accepting any position you know you won’t enjoy, make sure it suits your career goals and have a well-defined timeline.":1,"#<em ljsid-0=\"\">Hiring manager. </em>Weak managers can hinder your career. During the interview, ask the manager about his or her priorities and personal ambitions, approach to professional development, and how the manager’s role and your potential role furthers the company’s business objectives. Look for subtle indicators of enthusiasm or disinterest, such as a hollow response. If possible, also speak with direct reports and team members.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Company. </em>Evaluate the company based on its reputation, size, growth, potential for advancement, and corporate culture.":1,"#Carefully consider each job opportunity based on how well it fits your career goals. To evaluate an offer, score each of the three following aspects on a scale of one to five:":1,"#<em ljsid-0=\"\">Questions you’ll ask.</em> Write down questions for the interviewer, including the direction of the business and industry, gaps in your understanding of the role, and what success in that role might look like.":1,"#<em ljsid-0=\"\">Your responses.</em> When crafting responses to your sample questions, try to weave in the approaches, information, and experiences that are important for this role. Use tangible examples from your work history.":1,"#<em ljsid-0=\"\">Questions you’ll be asked.</em> Prepare a list of the 20 most likely interview questions by searching online and putting yourself in the shoes of the interviewer. If you were hiring for this position, what would you want to know? Your list should include any questions you struggled with in previous interviews.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Role. </em>Review the job description and try to find someone in your network who’s held a similar role. Do online research to learn more about responsibilities and compensation.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Company. </em>Visit the company’s website and learn about its reputation by reading reviews on Glassdoor, Yelp, and Google. Conduct research on the industry as a whole by reading articles, industry publications, and websites.":1,"#When preparing for a job interview, focus on the following elements:":1,"#<em ljsid-0=\"\">Target your audience. </em>Your résumé should be tailored to your audience. Be sure to play up the most relevant aspects of your work.":1,"#<em ljsid-0=\"\">Clearly define yourself. </em>Your résumé should tell the story of how you added value to past employers and what you can do for future employers. Highlight your most recent and compelling accomplishments, especially those with measurable results. Include anything that can differentiate you from the competition.":1,"#<em ljsid-0=\"\">Quickly capture attention. </em>Your résumé should be professional and easy to read. Start with a summary paragraph of your core strengths and key skills, which can also improve your score with applicant-tracking systems.":1,"#Your résumé is your primary marketing collateral. To make it as attractive as possible to potential employers:":1,"#Section Two: Getting There":1,"#<em ljsid-0=\"\">Perform a gap analysis.</em> Identify the difference between your current skillset and your desired future state. Write down each core competency of your desired role, where you are now, where you want to be, and several tactics to close the gap.":1,"#<em ljsid-0=\"\">Core competencies. </em>Read at least a dozen job postings that closely match your ideal role and take notes on the required skills. If possible, conduct a face-to-face interview with someone who currently serves in this role. Ask about their challenges, accomplishments, and skills.":1,"#<em ljsid-0=\"\">Create your personal vision statement.</em> Describe your personal values, such as kindness, honesty, and integrity; core purpose, such as competitive drive or the need to feel challenged; and a lofty, measurable goal.":1,"#Build a vision for your ideal career with this three-step process:":1,"#<em ljsid-0=\"\">Economic trends.</em> Is your desired industry growing or shrinking? Consider reports from government agencies, cable business channels, and publications such as <em ljsid-2=\"\">Forbes</em> and the <em ljsid-4=\"\">Economist</em>.":1,"#<em ljsid-0=\"\">Workplace culture.</em> Do you prefer large or small organizations? Large companies are typically more formal, move at a slower pace, and have more opportunities for advancement. Small companies are typically less formal, have fewer advancement opportunities, and offer less job stability.":1,"#<em ljsid-0=\"\">Workplace culture.</em> Do you prefer large or small organizations? Large companies are typically more...":1,"#<em ljsid-0=\"\">Strengths and weaknesses.</em> Use personality profile tools like the Myers-Briggs Type Indicator and DiSC to identify your strengths and weaknesses, and seek feedback from three to five trusted individuals, including friends, colleagues, managers, and direct reports.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Drive. </em>Identify your career preferences by answering three questions: What activities make time fly? What activities make time stand still? What are your proudest accomplishments?":1,"#Understanding yourself is the foundation of a successful career. Get to know yourself better by conducting the following personal assessments:":1,"#Section One: Identifying the Most Compelling Path":1,"#<em ljsid-0=\"\">Manage your personal brand. </em>Craft and promote your personal brand by presenting a polished image, communicating in a professional manner, preparing for every meeting and presentation, and strengthening your relationships.":1,"#<em ljsid-0=\"\">Establish your competitive advantage. </em>Outperform your peers by maintaining a positive attitude, projecting confidence, and pursuing development opportunities in the office and in your free time.":1,"#<em ljsid-0=\"\">Secure the perfect job.</em> Seek out organizations that provide the best opportunities for success. Look for companies with superior reputations, supportive cultures, and high-quality management. Make yourself a compelling candidate with a strong résumé and interview skills.":1,"#<em ljsid-0=\"\">Identify the most compelling path.</em> To create a successful career, start with a lofty goal, assess your skills, and identify development opportunities.":1,"#You are a business, and the following elements can help you prepare for a successful and satisfying career:":1,"#In today’s economic climate, it’s vital that you learn how to find the right career and succeed in it. In <strong ljsid-1=\"\">The Business of You</strong>, CEO, author, and former professional baseball player Lukas Krause reveals the practices and approaches that helped him rise from an entry-level position to the C-suite in less than 10 years. His practical advice will help you build your personal brand, secure your dream job, and find satisfaction at any stage of your career.":1,"#ISBN: 978-1-62634-503-4":1,"#©2018 by Gonkee, LLC":1,"#by Lukas Krause":1,"#A Guide to Finding, Managing, and Succeeding in Your Career":1,"#Clicking this link will redirect to relevant products for the Author Lukas Krause.":1,"#The article discusses significance of business models for success of corporations. It states that corporations should review the relevance of their business models regularly, and mentions need of developing sustainable business models. Other topics include delivering efficiency; creating a stable environment; and views of author Charles Handy on staring a new business.":1,"#How Business Models Shape Corporate Success":1,"#Modern businesses face increasingly complex obstacles to growth and success, particularly a growing public demand for conscientious conduct. In Business Unusual, Nathalie Nahai explains the importance of cultivating personal resilience to cope with adversity and conduct business conscientiously. Drawing on research and anecdotes from business leaders, Nahai outlines a practical approach to allow you to adapt to the challenges of a changing world.":1,"#Nathalie Nahai":1,"#Everyone has a specific definition of success. But success begins with getting better—at whatever it is you want to do. In Do Business Better, Damian Mason reveals how to do business the way you want, while enjoying life on your own terms. He uses simple exercises to help you recognize your strongest traits and solidify your own definition of success, while establishing the good habits and actions necessary for attaining it.":1,"#Damian Mason":1,"#Do Business Better":1,"#The article focuses on the development of the digital networking in business. Topics mentioned include the importance of social media in business, the business community in New Zealand, and the importance of business communication. Also mentioned are the insights of Dominique Colombie, owner of Paneton Bakery, on the French business community, and the comments of professor Brian Uzzi at the Kellogg School of Management on the strategies of people in interacting with others.":1,"#Network Like Its 1995":1,"#In this article, the author discusses his experience as a businessman. Topics include the need of becoming extrovert in business; assuring that contracts made with business partners explain the deal properly; joining the Entrepreneurs Organization (EO); the need of learning from people one meets during business ventures.":1,"#What I've Learnt in Business":1,"#You can turn your business dreams into a reality if you combine a humble, disciplined work ethic with an enthusiastic and passionate mindset. By keeping a global perspective and remembering the value that each individual contributes, your business will differentiate itself from its competition. In Business-Do, self-made billionaire Hiroshi “Mickey” Mikitani shares his principles of leadership, which encourage personal development, win-win relationships, organizational flexibility, considered risk taking, and a resilient, global mindset to help you achieve success.":1,"#Hiroshi Mikitani":1,"#Business-Do":1,"#The article offers suggestions on engaging personal meetings to attract more customers and build business. Topics discussed include identification of customers and investing time and energy in building a relationship; importance of face-to-face for growth of small business; and role of customer satisfaction and relations for business growth.":1,"#BRIAN H. MEREDITH":1,"#People Do Business with People":1,"#The article discusses how globalization has changed the landscape of the international businesses and mentions how businesses operate in several countries, engage in negotiation and development of trade standards. Topics discussed include cultural clashes to be faced by firms engaging in internationalization, increasing power of stakeholders, which businesses are seldom prepared to handle and how companies in New Zealand form partnerships and expand into emerging markets overseas.":1,"#Fahad Alammar":1,"#Why Businesses Need Diplomacy":1,"#The article focuses on growth management in business. Topics discussed include importance of business leaders' vision, insight and leadership in business growth and sustainability; impact of deterioration of business on financial health, emotional wellbeing and health of the founder; and role of finding a business executive to handle business operations during the absence of owner.":1,"#GALIA BARHAVA-MONTEITH, MARISA FONG":1,"#No Business Ever Drives Itself":1,"#In today’s economic climate, it’s vital that you learn how to find the right career and succeed in it. In The Business of You, CEO, author, and former professional baseball player Lukas Krause reveals the practices and approaches that helped him rise from an entry-level position to the C-suite in less than 10 years. His practical advice will help you build your personal brand, secure your dream job, and find satisfaction at any stage of your career.":1,"#Lukas Krause":1,"#The Business of You":1,"#410 Results found for <span ljsid-1=\"\">\"business\"</span>":1,"#On the Edge":1,"#nudge2":1,"#<strong ljsid-0=\"\">Katie Fleming</strong> is a professional writer from Ohio who specializes in content creation for small business leaders. She’s also the cofounder of owneractions.com, an online platform that helps entrepreneurs work through the challenges of starting, growing, and exiting their ventures.":1,"#Unfortunately, the book can also read as a how-to guidebook on coercion and pushing people toward choices they may not realize are unfavorable. Still, the data, presentation of information, and insights Thaler and Sunstein share make for a great read on the power of a simple nudge.":1,"#<strong ljsid-0=\"\">Nudge</strong> continues to be a resource that people everywhere can use to remember the benefits of small tweaks. The insights and stories the authors share can inspire leaders and people in power to design programs and practices that will lead others to their best paths forward.":1,"#Whether these nudges are beneficial is in the eye of the chooser. People everywhere would be wise to watch for how others use nudges to persuade their choices and consider their options carefully before taking the easiest route. At the same time, they must recognize their own power in influencing others through nudges and stay committed to helping others do what’s best for them, according to their terms.":1,"#Nudges are already evident in our society. For instance, you can find cancer warnings on cartons of cigarettes that are designed to discourage a chooser from taking up the habit of smoking. You can also find calorie counts and nutrition facts on nearly every multi-ingredient food you can buy, a move that’s designed to nudge consumers toward better, healthier choices. Further, GPS devices are optimized to nudge commuters toward the clearest, fastest routes, and social distancing guidelines are crafted to nudge crowds of people to maintain distances that reduce the spread of illness.":1,"#When people own their roles as choice architects, they can help others achieve successes and improve the quality of their lives. In addition, they can make the path to benefits more optimal by removing hurdles and making the decision process as easy as possible.":1,"#Creating Optimal Choices for Others":1,"#When a choice architect wants to nudge a chooser down another path, he or she can lean on design to drive active choosing. Options for active choosing can include calls to opt-in, recommendations for a prompted list of choices, or demands for choosers to make a decision before they can proceed. There are settings that call for each of these options, and which become more or less effective based on the structure of the choices that are presented and how or whether they benefit the chooser.":1,"#Thaler and Sunstein believe that many people will take the path of least resistance, so choice architects who are thoughtful about design can construct <em ljsid-1=\"\">defaults</em> that lead to optimal actions. Defaults, in this context, are the options that will prevail if the chooser fails to take an action. Often, these defaults are presented as the normal or recommended course of action, and they’re most effective—and less likely to ignite action by others—when they align with a chooser’s preferences.":1,"#Building the Freedom to Choose":1,"#Thaler and Sunstein emphasize that better designs can drive more successes. And, often, the design standard choice architects must remember is this: Make it easy for others to make the best choices.":1,"#In the real world, we can see this principle in action. People are conditioned to know that red means to stop and green is a signal to go, and this concept is applied to everything from stoplights and street signs to the buttons people press on machinery. At the same time, we can see where this principle is ignored. For instance, we’ve experienced doors that have handles that beckon us to pull to exit but, instead, require a push. The design of the mechanism directs us to act in a way that won’t lead to the outcome we desire: to exit efficiently rather than look foolish in our departure.":1,"#Nudging is rooted in a psychological principle called stimulus response compatibility. This principle states that stimuli, or the signals people receive, must be consistent with a desired action to optimize performance and avoid missteps.":1,"#The Design Theory of Choice":1,"#People and organizations may not make perfect choices, but removing their freedom of choice isn’t reasonable. Instead, Thaler and Sunstein believe that well-designed nudges can keep many from succumbing to biases, blunders, temptations, and the poor examples of others. Further, smart nudges may help many to improve their lives and the outcomes they experience.":1,"#Companies, government entities, and other agencies can also make suboptimal choices. For instance, many engage in planning fallacies, usually rooted in unrealistic optimism, that keep them from choosing the best behaviors and strategies for their missions.":1,"#For example, consider that obesity rates in the United States are now over 40 percent. With more than 1 billion overweight adults worldwide, there’s overwhelming evidence that healthful choices—choices many doctors and nutritionists believe would benefit their patients—aren’t being selected. Unfortunately, the same may be said about the decisions many make to smoke, binge drink, or engage in reckless activity.":1,"#Many would argue that people are rational, reasonable beings who can thrive without others’ influence or nudging toward better choices. They cite the <em ljsid-1=\"\">economic man</em>, the fundamental economic idea that people can think and choose optimally. But according to Thaler and Sunstein, people prove time and again an inability—or an unwillingness—to make perfect choices.":1,"#Should We Influence Others?":1,"#Thaler and Sunstein recognize that this power can be used—and abused—in a number of ways. They advocate for choice architects to follow the <em ljsid-1=\"\">libertarian paternalism</em> movement, a phrase they coined that helps people influence choices in a way that will make the choosers better off. But, importantly, the choosers themselves must determine what “better off” looks like.":1,"#As choice architects, people can design spaces, settings, interactions, and events to drive the outcomes they want to see. Doctors do this as they share the details of alternate treatment options they believe will be effective for a patient. HR managers do this as they create forms and provide the information their employees will use to select their benefits packages. Store managers also do this as they arrange the layout of their merchandise to drive sales of the items that are most profitable or most in need of turnover. In each of these instances, we can witness the power a person has to “nudge” others toward a choice while maintaining their freedom to choose.":1,"#According to Thaler and Sunstein, people can be influenced by the smallest of changes. It isn’t just leaders who have this power to influence—people everywhere have this ability. They’re what Thaler and Sunstein call <em ljsid-1=\"\">choice architects</em>, individuals who can organize the context in which people make decisions.":1,"#What Is a Nudge?":1,"#In the years that followed its initial release, the world has changed dramatically. But through the new issues that have emerged—and the continuation of past problems—Thaler and Sunstein’s approach to “nudging” continues to be relevant and applicable in a host of scenarios. Their latest edition, dubbed “the final edition,” contains new insights and actionable steps people everywhere can take to effect change.":1,"#In the years that followed its initial release, the world has changed dramatically. But through the new issues that have emerged—and the continuation of past problems—Thaler and Sunstein’s approach to “nudging” continues to be relevant...":1,"#Since its first publication in 2008, <em ljsid-1=\"\">New York Times</em> best-seller <strong ljsid-3=\"\">Nudge</strong> has impacted how governments and organizations are run. It’s also influenced many of the ways that people, families, and societies behave. Through their work, the authors, Nobel Prize winner Richard H. Thaler and Holberg Prize winner Cass R. Sunstein, are credited with revolutionizing how people think and create choices for themselves and others.":1,"#ISBN: 978-0-14313700-9":1,"#Random House, an imprint and division of Penguin Random House LLC":1,"#by Richard H. Thaler, Cass R. Sunstein":1,"#The Final Edition":1,"#Clicking this link will redirect to relevant products for the Authors Cass R. Sunstein.":1,"#Cass R. Sunstein":1,"#Clicking this link will redirect to relevant products for the Authors Richard H. Thaler.":1,"#Richard H. Thaler":1,"#There’s a lot more to selling—whether it’s oneself, a product, or a service—than most people would imagine, according to Kevin Hogan. Of course, there’s the message, but that is secondary to other factors, including the where, when, and who in any given situation. Each of these elements carries subtle, subliminal clues that can mean the difference between getting a“yes” or a “no.” In Invisible Influence, Hogan uses scientific studies to reveal unique approaches to influence, beginning with overcoming reactance, which he defines as “resistance to influence.” From that starting point, Hogan presents 52 techniques for influencing people to sell, market, and communicate more effectively and profitably.":1,"#Kevin Hogan":1,"#Invisible Influence":1,"#Lobbying and wielding influence over key decision makers are activities often associated, somewhat unflatteringly, with Washington, D.C. The reality is that lobbyists have influence and successfully sway lawmakers to take certain actions, because of the tactics that they employ time and again. This type of selling of ideas requires a subtle and psychological approach. Learning how to employ the same principles of influence as lobbyists will help anyone who is trying to close a business deal, win clients, or even land a new job. In The Influence Game, Stephanie Vance outlines 50 tactics, why they are successful, and how they can be employed in any influence situation.":1,"#Stephanie Vance":1,"#The Influence Game":1,"#In Don’t Push Too Many Trolleys, Ying Tan explains how he built a multimillion-dollar mortgage brokerage company from the ground up. In addition to sharing advice from his years as a successful entrepreneur, Tan also relates stories about what he’s learned from his family as a son, brother, husband, and father. To enable readers to develop the mindset they need to succeed in both business and life, he condenses his wisdom into 10 essential principles that everyone should live by.":1,"#Don't Push Too Many Trolleys":1,"#The world’s 21st-century problems are complex. In Move to the Edge, Declare It Center, veteran CEO, entrepreneur, and strategist Everett Harper offers a step-by-step guide to making decisions in high-pressure environments. You’ll learn how to make decisions with incomplete information, support teams through uncertain environments, and discover valuable business insights through experimentation and sustained innovation.":1,"#Everett Harper":1,"#Move to the Edge, Declare It Center":1,"#If you want people to recognize your skills, you must directly impact their perceptions. Talent alone won’t convince others of your merit. In Convinced, Jack Nasher explains how to use proven techniques like nonconformity, nonverbal communication, and managing expectations to spotlight your competence and get others to view you as an expert.":1,"#Jack Nasher":1,"#Convinced!":1,"#Most communication takes place at the unconscious level, as people express themselves nonverbally through their facial expressions, vocal tones, and body language, which can be even more revealing than the words they use. In Harvard Business School Publishing title Power Cues, Nick Morgan explains the nonverbal cues that determine how people relate to each other, especially those that persuade people to accept others as leaders. Morgan’s research is based on the science of communication. He also shows readers how to persuade others and maximize their impact in a variety of situations by tapping into their unconscious minds and mastering these cues.":1,"#Power Cues":1,"#In Curve Benders, David Nour explains the power of strategic relationships. Recognizing a “fender bender” (or toxic relationship) from a curve bender is critical as you navigate career changes. Nour breaks down the 15 forces impacting your future that occupy the realms of industry, organization, personal, and transitionary growth to help you not only grow but exceed your career goals.":1,"#Curve Benders":1,"#Negotiation is an accepted and fundamental part of the business world, yet women initiate negotiations four times less often than men. The result is that women receive less of what they want and deserve: promotion opportunities, desired assignments, and higher pay. In Pushback, Selena Rezvani states the case for why negotiation is a crucial skill for every woman to have and provides a guidebook for learning how to negotiate successfully. Focusing on how women can hone their negotiation skills and techniques, Rezvani addresses the most pressing questions that professional women face as they prepare to make a stand on tough topics.":1,"#Pushback":1,"#Since its first publication in 2008, New York Times best-seller Nudge has impacted how governments and organizations are run. It’s also influenced many of the ways that people, families, and societies behave. Through their work, the authors, Nobel Prize winner Richard H. Thaler and Holberg Prize winner Cass R. Sunstein, are credited with revolutionizing how people think and create choices for themselves and others. In the years that followed its initial release, the world has changed dramatically. But through the new issues that have emerged—and the continuation of past problems—Thaler and Sunstein’s approach to “nudging” continues to be relevant and applicable in a host of scenarios. Their latest edition, dubbed “the final edition,” contains new insights and actionable steps people everywhere can take to effect change.":1,"#Richard H. Thaler, Cass R. Sunstein":1,"#Nudge":1,"#419 Results found for <span ljsid-1=\"\">\"nudge\"</span>":1,"#A":1,"#While many authors have taken on the topic of change, Chip Heath and Dan Heath introduce a three-pronged approach that helps people overcome the common obstacles to change. This isn’t a piecemeal approach. They assert that all three components—providing direction to the rider, engaging and motivating the elephant, and reshaping the environment—must be conducted in tandem to produce change tolerance and acceptance. The holistic approach they describe in <strong ljsid-1=\"\">Switch</strong> feels achievable. Leaders looking to drive change will find a wealth of tips, practices, insights, and case studies to inspire their own change efforts.":1,"#They also suggest finding ways to overcome unhelpful team habits. One approach they recommend is introducing an <em ljsid-1=\"\">action trigger</em>. This trigger can encourage your team to take a specific, clear, and obvious step when a situation occurs, a practice that can help your team build helpful habits.":1,"#Researchers affirm that people are sensitive to their environment and culture. They instinctively act and behave in accordance with norms to fit in with their peer group. The authors suggest that the steps you take to tweak the environment and culture to embrace a change could perpetuate through the larger group, so that as one person becomes open to change efforts, others may follow suit. They advocate for creating new herd norms by highlighting what the team is doing well and how small shifts have resulted in significant group wins.":1,"#Environments can play a significant role in a person’s decision to continue making the same set of choices or try a new approach. You can introduce tweaks to the environment or situation to make choosing a bad behavior much more difficult. These tweaks might include unavoidable obstacles or interventions. Conversely, you could remove hurdles to choosing better courses of action. Doing so makes the “right” choice obvious, easier, and more appealing.":1,"#Many leaders attribute failed change efforts to people. However, the authors firmly believe that it’s more often the situation or environment that perpetuates the problem rather than a character flaw such as obstinance, stubbornness, or a lack of self-control.":1,"#Create an Environment That Adapts to Change":1,"#You can take three key steps to engage and motivate your team’s elephant. The first is to help your team connect to the feeling the change can bring. This is especially important because knowledge isn’t enough to encourage an elephant to shift from its natural preferences. The second step is to recognize that elephants will deem sizable changes too scary, tiresome, or overwhelming to pursue. When possible, find ways to shrink the change into micro-steps that a person can take on and execute quickly and easily. The third step is to help your team feel more prepared and motivated to act. The authors recommend fostering a growth mindset that helps your team move away from fears and avoidance and adopt healthier attitudes to challenges, risks, and ideas. As part of this third strategy, you might also help your team cultivate a new identity, one in which they see themselves as competent, capable, innovative, or risk-takers to spur them to act.":1,"#It isn’t enough to win over the rider; you must also persuade the elephant to find value and purpose in the change. You must engage the elephant’s emotional side so it gets on the right path and cooperates.":1,"#Engage and Motivate":1,"#As a leader, you must appeal to both the elephant and rider your team is grappling with. The key is to help the two move together. The authors offer a few strategies to go about this. The first is to provide a clear direction and insight into why the journey will be worthwhile. To do this, consider providing highly specific instructions for the rider and feelings of hope and simplicity for the elephant. The second strategy is to script the essential parts of the change to prevent the rider from overthinking it. A third strategy is to “follow the bright spots” by exploring what’s working and cloning those successes.":1,"#The rider isn’t a powerless genius, though. It often overanalyzes matters and agonizes over problems instead of iterating toward solutions.":1,"#The elephant is often to blame in change efforts. When allowed to lead, its preferences for emotions and instant gratification drive decisions. The elephant isn’t bad, but it rarely agrees to change, especially when it doesn’t understand the motivation.":1,"#The human brain has two independent systems for thought. The emotional side is instinctive, and the rational side is analytical and reflective. Many have studied the tensions between these two sides, including University of Virginia psychologist Jonathan Haidt, who dubs the former the “elephant” and the latter the “rider.” The rider is much smaller than the elephant, and while it seems to be the leader of the pair, the reality is that a disagreement between the two would favor the elephant.":1,"#Provide a Clear Direction":1,"#The third is improving the environment or situation to make the change easier to select. The authors suggest helping people build habits and “action triggers” to make the work associated with the change feel natural and obvious. They also coach you to model the new behaviors and celebrate instances of those behaviors in others to help the behavior spread.":1,"#The second is engaging a person’s emotional side. They state that leaders and change agents often label a team as “lazy” when a shift fails to materialize. Instead, the reality is that those called upon to make the change may feel exhausted by past pushes and vague asks. They need support, specifically by delivering the change in a small, nonthreatening package, helping them recognize their capacity to navigate the change, and connecting the change to something that matters to those acting upon it.":1,"#The first is providing a clear direction. They assert that when people resist a change, the root problem is rarely stubbornness. Instead, it’s more often a lack of clarity on why the change matters and how behavior shifts will drive better outcomes. Amending this problem is often as simple as offering a clear picture that inspires your team and helps them recognize the steps needed to achieve it.":1},"version":201802}]