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Improved supply chain controls free cash reserves by leveraging inventory and working capital.":1,"#Paul Dittmann, ":1,"#Fundraising can be time-consuming, frustrating, and exhausting. Alisa Cohn presents a framework that can help you gain momentum, traction—and investors.":1,"#Reuben E. Slone, ":1,"#the-new-supply-chain-agenda":1,"#Fundraising for Your Business Venture":1,"#Supply chain management involves the integration of supply and demand management within and among companies. The supply chain encompasses planning and managing sourcing, procurement, conversion, and logistics management, including working with channel partners.":1,"#Improving and maintaining shareholder value keeps companies healthy. The supply chain drives economic profit, which in turn drives shareholder value. This is the message of The New Supply Chain Agenda, in which three experts provide a five-point strategy for achieving supply chain excellence. Reuben E. Slone, J. Paul Dittmann, and John T. Mentzer draw on their collective industry and academic expertise, as well as an extensive database built on in-depth supply chain audits and forum contributions, to explain the five levers for controlling the performance of critical steps within the process.":1,"#Companies need a proper balance between operational imperatives (e.g., transportation, order management, facilities, inventory, and cash flow) and long-term strategic objectives. Many companies cite short-term thinking as the greatest barrier to supply chain excellence.":1,"#by Paul Dittmann, Reuben E. Slone, John T. Mentzer":1,"#by Steve Forbes":1,"#In a world increasingly defined by the fleeting and the disposable, true permanence has become one of the rarest forms of luxury. Products are designed to be replaced, institutions lose sight of their founding purpose and too many businesses sacrifice long-term value for short-term applause. Against this backdrop, high in the Rockies, stands a remarkable rebuke to modern impermanence: The Broadmoor, a 107-year-old American institution that demonstrates what enduring excellence looks like when stewardship triumphs over fashion.":1,"#Deny Non-Essential":1,"#From the moment one arrives, The Broadmoor conveys a seriousness of purpose. The architecture is elegant but disciplined, the grounds expansive yet orderly. A...":1,"#Alibaba and the Future of Business":1,"#Every decision you make has the power to shape your life. The work you choose, education you attain, relationships you build, and goals you achieve result from a single, impactful choice or sets of decisions made over time. In studying the decisions of his life, American politician Trey Gowdy came to an important realization. He believes a well-lived life is built when people excel at decision making. In his book Start, Stay, or Leave, the best-selling author of Doesn’t Hurt to Ask offers a framework to analyze the decisions you must make. He believes you must start with a clear vision of your destination and revisit it often. In doing so, you can evaluate whether you should start down a path with speed and confidence, make adjustments while staying on the road you chose, or find an exit offering a better path altogether. Through personal anecdotes on his life and career, Gowdy demonstrates how deciding to start, stay, or leave can help you reach your desired destination.":1,"#The article presents a case study on business friendship and its possible effect on employee ratings. It mentions a hypothetical case where one member of a team didn't meet his deadlines on the development of a new product, the use of a peer-to-peer employee rating system, and how the other team members should approach assigning a rating.":1,"#In today’s complex and rapidly changing world, it can be difficult to stay positive. Jo Owen provides a simple exercise to help you move from pessimism to optimism.":1,"#Alibaba is not a retailer in the traditional sense. It doesn’t source or keep stock, and logistics services are carried out by third-party providers. Instead, Alibaba is what you get if you take all the functions associated with retail and coordinate them online into a sprawling, data-driven network of sellers, marketers, service providers, logistics companies, and manufacturers. Indeed, Alibaba does what Amazon, eBay, PayPal, Google, FedEx, all of the wholesalers, and a good portion of manufacturers in the U.S. do, with a healthy helping of financial services for garnish. Alibaba achieves this by leveraging the new technologies of network coordination and data intelligence. It harnesses the efforts of thousands of Chinese businesses to create an ecosystem that is faster, smarter, and more efficient than traditional business infrastructures. This is an emerging business model that Ming Zeng, the chair of Alibaba’s Academic Council, calls smart business. Players in the ecosystem share data and apply machine-learning technology to identify and better fulfill consumer needs. This article provides a framework for transforming a company into a smart business.":1,"#Anthony J. Mayo, Joshua D. Margolis, Amy Gallo":1,"#How to Change an Old Habit Into a New Habit":1,"#FeedForward: Providing Ideas for the Future":1,"#How to Stay Positive: The Recovering Pessimist's Guide":1,"#CASE STUDY: Give Your Colleague the Rating He Deserves—or the One He Wants?":1,"#An interview with researcher Michael T. French is presented. He discusses his work, coauthored with researchers Karoline Mortensen and Andrew Timming, that found that people with tattoos in the U.S. were just as likely to be employed as others. The social acceptability of tattoos is noted in relation to the views of hiring managers. The impacts of offensive tattoos are mentioned.":1,"#A Tattoo Won't Hurt Your Job Prospects":1,"#In The Alter Ego Effect, Todd Herman reveals how athletes, entrepreneurs, and everyday people can use alter egos to transform their lives, take on challenges, and pursue their goals with purpose and conviction. He shares a proven playbook to help thousands of people build heroic secret identities that help them unlock their true potential. His approach is designed to help anyone who faces hardships, resistance, or challenges to identify the traits and characteristics he or she needs to succeed and become the hero who has the power to unleash them.":1,"#Many people have old habits that they'd like to trade for new ones. Max McKeown presents 2 deciding factors that will successfully transform your negative habit into a positive one.":1,"#Most people would love to get better at one behavior. Marshall Goldsmith explains the essence of his coaching process: FeedForward, which allows participants to both learn and help others.":1,"#We’ll See…":1,"#259 Results found for \"liderazgo\"":1,"#507 Results found for \"liderazgo\"":1,"#And finally, the last strategy—and this again, this may be a little counterintuitive—is to be candid. One of the things that makes people feel a really powerful sense of trust is when they feel that what you’re saying is what you actually think and believe. Now, candor is not a license to be unkind, it’s not a license to bully or be critical, but it is important to take those moments to just simply say, “You know, I’d love to be candid with you,” and share what you’re actually thinking and feeling. That’s going to leave others with a sense of fairness, of transparency with you, and again, a really profound sense of trust.":1,"#The second thing to do—and again this should be kind of obvious, but it really rarely is—is not just listen to your people but look like you’re listening. We talk a lot about eye contact when we talk about things like executive presence, but typically what we’re focused on is people making eye contact when they’re talking, right? If I’m speaking to you, I should be looking at you, because that’s a powerful signal of competence. What I’m talking about here is a little bit different. You need to be looking at people when they’re talking to you; that is a powerful indicator of warmth and empathy. It makes us look like we care about what the person is saying. The next time you’re in a meeting, pay attention to where everyone’s eyes are—and frankly, this has gotten even worse now that we’re all working hybrid. Very rarely do you see peoples’ eyes on the speaker, on the person who’s talking, or even looking at their computer; half the time they’re looking down. We don’t realize it. We might actually even be listening, but we don’t look like we’re listening, and that again sends a signal to others that we really don’t care about what they’re saying.":1,"#It really won't be news to you that one of the foundational ingredients for great leadership is trust. People need to trust their leaders, and there’s actually a lot of research that shows that when it comes to things like stretch goals, people won't even set them if they don't have a lot of faith in their leaders. And so, it becomes really important to think about, as a leader, how can I create that environment of trust around me. It’s part of why we’re talking so much these days about things like empathetic leadership, right, how we can, as...":1,"#So again, if you’re looking to be an empathetic leader who creates that really tangible sense of trust with others, remember these 3 tips: To be explicit in your empathy, say “I’m sorry that’s happening,” say “Wow that must be so difficult for you.” To look like you’re listening by keeping your eyes on the person who’s speaking. And to engage in what I like to think of as everyday candor, sharing your honest perspectives but in a kind and fair and compassionate way.":1,"#The first is actually going to be the sort of obvious one, which is actually explicitly say empathetic things like, “I’m sorry you’re going through that” or “Gee, that must be really hard for you.” Very often we have these thoughts, right, we’ll hear someone talking about some hardships that they are going through, some setbacks they’re experiencing, and we think these things inside our brains, but we don’t actually articulate them out loud. And articulating them out loud is really so powerful. Those little simple expressions like, “Oh, I’m sorry” or “Wow, that must be so difficult” have actually been shown to have a really powerful impact on peoples’ experience of empathy. So, if you want to be an empathetic leader, be explicit in expressing empathy to others.":1,"#It really won't be news to you that one of the foundational ingredients for great leadership is trust. People need to trust their leaders, and there’s actually a lot of research that shows that when it comes to things like stretch goals, people won't even set them if they don't have a lot of faith in their leaders. And so, it becomes really important to think about, as a leader, how can I create that environment of trust around me. It’s part of why we’re talking so much these days about things like empathetic leadership, right, how we can, as leaders, convey a sense of empathy to the people around us, to let them know we’re on their side, that we’re allies, and that we care, creating that sort of psychologically safe space to work in.":1,"#So, I want to give you 3 practical tips that you can use to express empathy in the workplace:":1,"#Give your counterpart space to explain their perspective.":1,"#Speak honestly and specifically about how your trust was betrayed.":1,"#Outline a path for your counterpart to regain your trust.":1,"#Reliability":1,"#Check in with others to realign expectations and goals.":1,"#Consider using the following care-oriented tips when building trust in your relationships:":1,"#Importantly, not all four distinctions are required to build trust. If someone struggles to meet deadlines but displays high levels of competence, you can build a relationship around their strengths and potentially address their weaknesses in the future. By stepping back and looking for ways to trust through four different domains, you can maintain realistic, healthy expectations for your relationships.":1,"#Reflect on how your actions are impacting how others view your trustworthiness.":1,"#Always ask for clarification if a task is unclear.":1,"#Reject requests in the moment rather than revoking your commitments later.":1,"#Set expectations around team decision-making.":1,"#Addressing distrust with a higher-up is especially nerve-wracking, as fear of retaliation is a legitimate concern. However, distrust doesn’t disappear on its own, so consider checking in with colleagues about your concerns and asking for help from other senior leaders.":1,"#If you feel like you don’t have the skills to be effective in a role, be clear about your strengths and ask for help when you need it. The best leaders know when to reach out to others to get the collective competence needed for a project.":1,"#Your ability to care for others relates to how seriously you consider their interests and concerns. In the workplace, being considerate about how your actions affect other teams, frequently taking your direct reports’ concerns into consideration, and acting in the best interest of the company are all actions that display care.":1,"#Care":1,"#The Language of Trust":1,"#Trust and Team Success":1,"#We often employ our confirmation bias, looking for reasons to distrust people whom we’re already suspicious of. While our distrust networks usually work to protect us, they can assume people are more threatening than they truly are. By making conscious interruptions to this network, we can slowly rewire our brains to form more accurate interpretations of others. In addition, maintaining healthy brain habits like exercising, sleeping well, and meditating can help us prioritize trust and calm feelings of distrust.":1,"#Tell your counterpart that you want to speak about a concern you have.":1,"#Pinpoint the specific incidents of distrust.":1,"#When employees don’t trust one another in the workplace, comfort, productivity, and job satisfaction suffer. A study of 76 hotels revealed that the locations where employees trusted their managers were significantly more profitable. When employees trust their leaders and coworkers, they’re engaged and committed to collective success, which raises profitability.":1,"#As a leader, try using the following strategies to build trust within and among your teams:":1,"#Some people believe that trust takes ages to build but can be destroyed in a moment. However, individuals who are intentional with how they build and maintain relationships can retain trust even when they’ve broken it. There’s no secret remedy for broken trust; acknowledging the harm done and sincerely apologizing is the obvious, but difficult cure.":1,"#Consider the benefits and consequences of the conversation.":1,"#Think about how your actions may have contributed to distrust.":1,"#Obtain consistent feedback about your performance, as people are more likely to be honest when you initiate the conversation.":1,"#Competence":1,"#Having strong reliability requires keeping your promises and following through on spoken intentions. While we like to pride ourselves on our reliability, it can be difficult to devote enough attention to many concurrent, competing commitments. When you agree to someone’s request, they’ll hold you to your commitment regardless of your ability to complete it, so be sure you have the resources and information you need before accepting.":1,"#These strategies can help you maintain sincerity in your words and actions:":1,"#Building and maintaining trust—and repairing it—are vital leadership skills.":1,"#For over 25 years, Charles Feltman has been serving people who are seeking to develop themselves into the leaders they want and need to be to meet the challenges they have chosen for themselves. His clients are executives, other senior leaders, and leadership teams in companies of all sizes and sectors across multiple industries. Feltman’s work has often included supporting individuals, teams, and entire organizations in becoming exceptional at building and maintaining strong trust as a foundation for achieving their mission and vision.":1,"#Share information with your team transparently and equally among members.":1,"#Model the behavior you want others to display.":1,"#Trust is the foundation of successful human relationships. We want to feel safe, autonomous, and dignified through our actions and the actions of others, which requires building trust with one another. Having a trusting relationship doesn’t mean that both parties must agree on everything, for the productive resolution of disagreements and debates requires more trust than blind faith.":1,"#ISBN: 979-8-8905-7039-0":1,"#While it can be uncomfortable to have conversations about trust, the more you talk about it, the better you’ll be at forming and maintaining relationships. Not only will your relationships in the workplace improve, but forging your personal relationships in mutual trust will contribute to a fulfilling, healthy life.":1,"#Talking about trust as a team is crucial to setting expectations and resolving conflicts, as it aligns the group on a common language of trust. Teams with high levels of trust equally consider all voices, recognize one another’s vulnerabilities, and keep one another accountable to collective commitments. Most importantly, trusting teams enjoy working together and collaborating, even if they passionately disagree at times.":1,"#Reassure the other person that you want to fully trust them.":1,"#To trust someone to do their job, you need to believe in their competency. Those that consistently do good work and reflect knowledgeable insights are trusted with higher responsibility. However, competency in one role doesn’t always correlate to competency in another. For example, an engineer may be promoted to a managerial role because of their engineering talent, but being an effective manager requires a completely different skillset.":1,"#Reliability. Keeping promises increases other people’s confidence in you.":1,"#You must choose wisely when determining whom, and to what extent, you trust others.":1,"#When distrust appears in relationships, however, many fear the conflict that results when that distrust is expressed. If someone at work breaks your trust, don’t avoid having a conversation or waiting for a more serious breach of trust; instead, consider taking the following seven steps:":1,"#Keep a running list of the areas you’re expected to be competent in.":1,"#Care. Showing genuine concern for another’s interests is vital to sustaining long-term relationships.":1,"#Trust must be constantly nurtured, developed, and practiced in your relationships. It takes time to change habits, but these tips can help you translate your knowledge into real change:":1,"#Putting It into Practice":1,"#Even if you didn’t intend to betray trust, acknowledging that you did is a necessary step in earning forgiveness. Start by taking responsibility, apologizing, and opening a dialogue about how you might make amends. Regardless of whether others are partially to blame, keep the conversation about your actions and how you plan to act in the future.":1,"#Hold both parties accountable to trust rebuilding.":1,"#Confronting Distrust":1,"#Sincerity":1,"#Make expectations for direct reports clear and ask them what they expect from you.":1,"#Sincerity. Aligning your words with your actions is key to being taken seriously.":1,"#Trust is the foundation of well-being and success at work.":1,"#by Charles Feltman":1,"#Take the initiative to resolve distrusting relationships.":1,"#Tell others if you find a particular trust distinction to be difficult, and ask for feedback.":1,"#Trust, Distrust, and the Brain":1,"#To maintain reliability even in a hectic environment:":1,"#Avoid omitting information because you fear the conflict it could cause.":1,"#Develop intimacy through expressing hopes, dreams, and life aspirations.":1,"#Competence. Consistently being helpful through skill expression proves your strengths.":1,"#Take time to set expectations about communication, particularly if someone hands you a task without waiting for a response.":1,"#Ask others to interpret your words back to you.":1,"#Begin assessing your work relationships in terms of the four trust distinctions.":1,"#Resolve conflicts swiftly and compassionately.":1,"#Detail how they can rebuild trust.":1,"#Care is the most critical trust distinction, since people are unlikely to trust you across the board if you consistently act in your own self-interest. While individual transactions can occur with conditional trust in place, long-term collaboration requires a bedrock of shared interest. Additionally, when you make inevitable mistakes, people are far more likely to forgive if they know you genuinely care about their success.":1,"#An Essential Primer for Building Trust at Work":1,"#When You’ve Betrayed Another’s Trust":1,"#Set the standards upon which you’re judging the relationship.":1,"#When making a decision that negatively affects someone else, be up front with them.":1,"#Trust can be broken down into a framework of the following four distinctions:":1,"#Strong feelings of trust between team members are a key element of high-performing teams, but trust becomes more difficult to develop and maintain as more people become involved in a relationship. The foundation for team trust is psychological safety, or when team members feel safe to suggest ideas, debate, fail, and make mistakes without punishment or judgment. Having a conversation about team norms is a great first step toward fostering a psychologically safe team environment.":1,"#Employ the following strategies to generate internal and external trust in your competence:":1,"#The cycle of commitment is a positive relationship between clear requests, timely answers, and complete responses. Every successfully completed request builds reliability and establishes a cycle of trustworthiness. The best requests are direct, time-sensitive, and made with context in mind, so make sure that your requests are complete before verbalizing them. As you work through the cycle of commitment in a relationship, check in to ask for feedback and ensure you did a satisfactory job.":1,"#A psychologically safe workplace allows team members to trust one another, collaborate effectively, and perform well.":1,"#Trust involves four distinct domains: care, sincerity, reliability, and competence.":1,"#Clicking this link will redirect to relevant products for the Author Charles Feltman.":1,"#Once you’re in a conversation about distrust, take these five actions to make sure it’s successful:":1,"#Determine which trust distinction you’re concerned about.":1,"#Understand which standards your competence is being judged by.":1,"#Reliability. Keeping promises increases...":1,"#We often struggle to talk about trust with one another, even though it defines every one of our relationships. In the workplace, trust carries additional weight in complicated hierarchies, collaborative environments, and conflicting roles. In the third edition of The Thin Book of Trust, Charles Feltman details a framework for building trust and outlines healthy ways to promote trustworthiness in the workplace. By assessing trust in terms of care, sincerity, reliability, and competence, you can develop more meaningful relationships in your personal and professional life.":1,"#Along with a foundation of how to build and maintain trusting relationships, it’s important to understand the biology and neuroscience behind trust. Trust arises from our nervous systems, which control our emotions, responses, and decision-making abilities. Specifically, oxytocin levels rise in our brains when we’re in comfortable social environments, which makes it easier to trust others. Conversely, the brain produces cortisol, a stress hormone, to warn us about untrustworthy people.":1,"#People often distrust their leaders when they don’t walk their talk. When you state your intentions and desires, you create expectations about your future behavior. Failing to meet these expectations results in a loss of trust, even if you didn’t realize an expectation was being set. Distrust also forms when you say conflicting things to different audiences. If your intentions aren’t consistent across your relationships, some may begin to question your sincerity.":1,"#To be sincere is to be honest, well-researched, and transparent with information. When others assess your sincerity, they compare how well your spoken intentions align with your actions, or your external congruity. A prerequisite for external congruity is internal congruity, the relationship between your beliefs and your intentions. Maintaining congruity doesn’t mean you can’t change your mind; it just requires you to be transparent about your shifting priorities.":1,"#©2024 by Charles Feltman":1,"#People need to trust their leaders and believe that they care. Heidi Grant provides 3 methods you can use to express empathy and create an environment of trust.":1,"#How to Express Empathy and Build Trust":1,"#1000 Results found for \"Engaging Leadership\"":1,"#Engaging Leadership":1,"#Leadership's New Normal":1,"#Why Innovation Should Be More Like Easter Eggs":1,"#Eleven Email Etiquettes":1,"#430 Results found for \"EDUCACION\"":1,"#434 Results found for \"educación\"":1,"#453 Results found for \"habilidades para el aprendizaje\"":1,"#The business environment and companies themselves are in constant flux today. As a result, leaders and employees alike must be prepared to learn new skills throughout their working lives. HBR’s 10 Must Reads On Lifelong Learning from Harvard Business Review Press offers a curated selection of relevant articles from a wide range of management experts, all of whom offer advice on how to cultivate learning organizations.":1,"#Sharpening Soft Skills With Situational Learning":1,"#The article discusses the importance of soft skills in workplace and how to improve them with situational learning. It notes that Situated Learning Theory recommends knowledge be presented in authentic settings where one normally would encounter the specific knowledge or skill. It adds that creating an apprenticeship for cultivating soft skills and attributes is a novel approach used in a variety of fields such as general practice medicine, carpentry, and electrical.":1,"#HBR's 10 Must Reads On Lifelong Learning":1,"#The New Capitalist Manifesto":1,"#Despite the good intentions of philanthropy, its ability to help communities of color is limited. This is because most foundations still operate from the colonial, white savior mindset that has divided American society for centuries. In the second edition of Decolonizing Wealth, Edgar Villanueva uses his personal experiences as a Native American philanthropist to illustrate the different ways that racism continues to undermine the effectiveness of nonprofit corporations and charitable trusts. He then provides a seven-step framework for healing the wounds of colonization to create a more equal society.":1,"#Carla Vernon, the CEO of Honest Company, is working to reinvent the brand in the face of declining sales and increased competition. Despite the growing interest in eco-friendly and natural products, Honest has struggled to maintain its early success and is now worth just over $120 million. Vernon, the first Afro-Latina CEO of a publicly traded U.S. company, aims to make Honest profitable by improving margins, forming new retail partnerships, and focusing on high-margin products. She plans to revitalize the brand's identity in 2024 and believes that the company's diversity and commitment to meeting the needs of diverse families will be its biggest strength":1,"#422 Results found for \"haciendas\"":1,"#Rob Lachenauer, Josh Baron":1,"#In the 21st century, capitalism is unlikely to look the same as it did in the 20th century. The foundations of capitalism, such as production, consumption, and exchange, are changing, which is affecting commerce, finance, and trade. In The New Capitalist Manifesto from Harvard Business Review Press, Umair Haque provides a toolkit of constructive capitalism for organizations that want to promote institutional innovation, build competitive advantage, and challenge the status quo.":1,"#Family businesses are unique in both their benefits and challenges. While owners wield great power to realize a vision and provide for their families, they must also manage complex relationships and weighty decisions with repercussions for both family and business. In Harvard Business Review Family Business Handbook, Josh Baron and Rob Lachenauer supply practical guidance on the relational, strategic, and financial dimensions of family business management. Besides comprehensive advice for owners, they offer insights for non-family executives, in-laws, and incoming generations seeking roles in a family business.":1,"#Most traditional organizations operated as value-enriching pipelines to bring a product or service to market. Today, platforms are taking hold, enabling multiple organizations to reach, interact, and transact with a pool of consumers who benefit from the platform’s ecosystem. In HBR’s 10 Must Reads on Platforms and Ecosystems, 19 of the world’s thought leaders on technology, technical strategy, and ecosystem development share their insights for building platforms that benefit all participants. They explore resource orchestration, competitive threats, and the development of new strategies that can help leaders succeed with a platform model.":1,"#Decolonizing Wealth":1,"#HBR's 10 Must Reads on Platforms and Ecosystems":1,"#The Etiquette Edge":1,"#: minutes":1,"#You are signed in as ":1,"#441 Results found for \"Educacion\"":1,"#The Leading Edge":1,"#Edison in the Boardroom Revisited":1,"#Edge Strategy":1,"#Bedtime Stories for Managers":1,"#Financial Statements":1,"#The modern obsession with big data can cause organizations to forget their true purpose; instead, they must look beyond scoring short-term profits and seek to serve society as a whole. In Bedtime Stories for Managers, Henry Mintzberg uses stories and metaphors to emphasize the human dimensions of management. He explains that managers must serve, not dictate, and they must do it with heart and soul.":1,"#When it comes to understanding a company’s accounting books, most nonfinancial managers are illiterate. In Financial Statements, Thomas R. Ittelson aims to solve this problem by providing a step-by-step guide to basic accounting. Throughout the book, he explains fundamental terms, tools, practices, and formulas. In addition, he shows how to create and decipher the three types of financial statements necessary to track your company’s performance.":1,"#Bad habits are difficult to break because they are formed and reinforced via the Habit Loop. Travis Bradberry provides concrete steps you can take to break the Habit Loop.":1,"#How to Break a Bad Habit for Good":1,"#The article discusses the business value of effective leadership. According to a study conducted by Jack Zenger, chief executive officer of leadership development consultancy Zenger/Folkman, the worst leaders' departments experienced net losses of 1.2 million dollars, while the best leaders achieved profits of 4.5 million dollars. The author says that effective leaders show consideration and compassion to their team and they also initiate structure.":1,"#Bankable Leadership":1,"#Harvard Business Review Family Business Handbook":1,"#Start, Stay, or Leave":1,"#Harvesting Intangible Assets":1,"#In a sense, all people are farmers; marking their turf, planting seeds, nurturing them, and preparing for the harvest. People follow a deeply rooted agricultural-like process in their daily lives, hoping that the results will be directly tied to their efforts and expertise. In Harvesting Intangible Assets, Andrew J. Sherman wonders if people have learned from the agrarian economies of the past. He explains how people and companies can tap into their existing resources, find ways to rejuvenate old methods through innovation, and glean ideas from unlikely sources.":1,"#An Honest Effort":1,"#Book Summary | Charles Feltman":1,"#2. Celebrate the Small Victories":1,"#Again sticking to the facts and this was going to be difficult. Likely the other lead would start pulling in personal attacks, and the project leader’s natural reaction would be to throw back. But they would need to refrain, and steer the conversation back to the facts at hand. This would need to be a two-way conversation, where both leads would need to agree on where they need to go.":1,"#She was going to call the project leader, let them know she was seeing their project getting mired, and ask for a meeting to talk about what might help them. She had a better relationship with the project lead, and was confident a meeting could happen.":1,"#It’s all about Influence":1,"#Clicking this link will redirect to relevant products for the Author Dina Sainato.":1,"#leading-with-responsibility":1,"#Do both sides know where this project lies in their priorities? Is it higher on one side than the other? If so, does the project leader need to work with the next layer of leadership for the other team to help adjust some of their priorities in order for the project to be accomplished?":1,"#1. Define Where You Are on the Project and Where You Need to Be":1,"#by Dina Sainato":1,"#This is a very complex situation, (more complex than I’ve described here or been privy to) and I don’t yet know the outcome. I’m hopeful that the leaders will step up, but that’s the good and bad about leadership – you can’t control people’s action and reactions, only your own. After months of antagonistic behavior and entrenched feelings, it’s going to be a long haul for these two groups. As I find out more, I’ll check back with all of you!":1,"#It’s all small steps from here, and make sure that both leads are (but likely it will start with the project lead) talking about the progress and liberally giving out praise. For example, if they get through a meeting, thank the participants for their efforts; if they meet a milestone, share that with their next level up leadership; if someone comments positively about another team member’s performance, be sure the leaders are echoing and supporting.":1,"#Hopefully the outcome of that leader meeting is at least a commitment to work on this project, and to stop sabotaging it, with a few action items in place. Now is the time for each leader to meet with their individual sides, and recap what they agreed upon – knowing that there will still be residual frustration but being hopeful that both sides will stick to the facts and a commitment to move forward. “You don’t have to like each other – but you do have to play together in the sandbox.”":1,"#At the Leader Meeting":1,"#4. Request a Meeting with the Other Team Leader":1,"#Now that the facts are laid out, what do both sides need to get this project done? Do they need regular updates on a project plan, more or fewer meetings, different resources, less stress at meetings, does one side feel they are not being heard? They both need to come to some level of agreement here regarding the next steps.":1,"#What we noticed right away is that both teams were entrenched on their “sides” complete with meetings that fell apart, missed deadlines, potential budget overruns, venting to those outside the project to gain allies, and the dreaded IM’ing during telecoms talking trash about the other side. Both sides had tunnel vision and both leaders were missing the opportunity to set themselves apart and lead.":1,"#I had a conversation this week with one of my friends who felt pulled between two of her colleagues whose teams were both part of the same critical project, but absolutely not getting along. She got feedback from both sides about how terrible the other was, and felt stuck in the middle. Her team though, had no direct part in the project; she was just getting the venting. She asked what she should do.":1,"#It’s all about influence and stepping up!":1,"#This isn’t the time to start hashing out what the other side has done wrong in the past, but to start at this point, acknowledge both have been in the wrong, and that they need to work better together, simply that, nothing more, for now.":1,"#What is stopping the project right now? It’s important that the project leader try to keep to the facts here, not delving into the personal side-which was just going to make matters worse. What do both sides need to deal with before they could start moving forward? Is it a trust issue now? If so, it was going to take time to rebuild that, but a good place to start would be with this project, with a specific scope and needed outcome. Working through that may start to rebuild that trust – and the project lead stepping forward may help too.":1,"#Before even meeting with the other team leader, does the project leader know exactly what they need, from this point, in order to get the project finished? If not, have them write it out, in as much detail as possible, with timelines, who needs to be responsible for each piece, and what the outcome needs to be. Perhaps the root issue here is that the sides need to know the plan to move forward.":1,"#Bring in the Rest of the Group":1,"#2. Lay out the Facts of Where The Project is and Where it Needs to Be":1,"#She could have easily said, “Not my circus, not my monkeys,” but she did feel compelled to jump in and try to help get this project back on track.":1,"#3. Define What Both Sides Need in Order to Move Forward":1,"#1. Commit to the Game Plan and Bring the Rest of the Project Team in":1,"#1. Start with Acknowledging Both Sides are at Fault":1,"#Once the project leader had all this in place, then it would be time to meet with the other team lead. But just include the team lead, not the whole project team yet. It was going to be key that the project lead start the meeting request with a little humility, saying that they know both sides haven’t been getting along, that they want to see this important project through and get a better relationship, because the teams will need to work together in the future. Remembering that this is just a start – this isn’t going to solve all the interpersonal issues at once.":1,"#3. Define the Priority of the Project":1,"#Here’s what she was going to try before the project leader did anything else":1,"#2. Define the Roadblocks":1,"#She really didn’t have a “monkey” in the fight, so it obviously wasn’t right for her to step in and take over the project, but what did make sense was for her to influence the project leader, encourage them to swallow some pride and outline a few steps to save their project.":1,"#She could have easily said, “Not my circus, not my monkeys,” but she did feel compelled to jump in and try to help get this project back...":1,"#An interview is presented with Amy Stratbucker, lead consultant at AJS Consulting. She discusses the importance of responsibility in effective leadership, how she has inspired coworkers with her leadership style, and her professional accomplishments. Her advice to other leaders is also covered in which she emphasizes the need to adapt to change.":1,"#The article focuses on metacognition and metacognitive strategies as methods for regulating and understanding learning by self-sufficient learners making successful workers. Topics discussed include four metacognitive steps for regulating learning such as planning learning goals and monitoring progress, encouragement of personal, deep and accurate learning with metacognitive learning environments and charts related to metacognitive learning activities.":1,"#Self-Sufficient Learners Make Successful Workers":1,"#Four out of five employers said they need more information on how nondegree programs differ, and nearly three-quarters of teens believe that high schools should do more to help them understand alternatives to college degrees. A college degree can be an early stepping stone to a satisfying, successful career. Most employers and Gen Zers said that companies should hire for skills rather than degrees.":1,"#It's a Go for Hiring for Skills.":1,"#In our rapidly changing world, mastering new skills is essential for success. Erika Andersen discovered 4 mental skills that are essential to becoming a master learner.":1,"#How to Become a Master Learner":1,"#Leaderships # 1 Sin: Hanging Onto the Wrong Person, In the Wrong Job, Too Long":1,"#Book Summary | Margaret Moore, Jeffrey Hull":1,"#Customer Experience, ":1,"#Book Summary | Kim Dabbs":1,"#Recently Viewed (39)":1,"#Recently Viewed (39)":1,"#Adapted by permission of Business Expert Press, LLC":1,"#440 Results found for \"educacion\"":1,"#Social Leadership":1,"#Key Concepts":1,"#6 Reasons Why Higher Education Marketers Should Use a Marketing Maturity Model.":1,"#Being a Leader Is a Responsibility":1,"#The article provides information on the progress of the utility construction company MasTec North America Inc. in 2014. It mentions that MasTec made support and buy-in with operations teams and supplied the budget and funds to make sure that overarching employee development initiatives would be established for success. It states that it is imperative that future training programs be connected to financial and professional incentives and opportunities.":1,"#Journey to a Culture of Learning":1,"#Consider that uncomfortable workplace moment that comes a second or two after a colleague or a client says something that feels wrong. Building an Educational Structure to Support EDI Ideally, today's businesses would be stocked with managers and employees who learned about the benefits of diversity and gained engagement skills prior to entering the workforce. Fortunately, business schools are increasingly investing in resources that support comprehensive training around diversity and inclusion, aiming to offer the skills and mindsets that students need to successfully interact with a diverse workforce and operate effectively in our global economy. Judging from our early experience with this case, it is obvious that today's business students want to learn engagement skills.":1,"#Battling Intolerance One Conversation at a Time":1,"#The Mindfulness Edge":1,"#The author discusses leadership and argues that effective leaders engage and empower employees, presenting recommendations for individuals attempting to improve their leadership skills. Recommendations include identifying a leadership style, developing a vision, and rewarding employees. Topics include employee recruitment, retention, and loyalty.":1,"#Magnetic Leaders":1,"#The article focuses on whether leadership can impact or improve the quality of execution. Topics discussed include some of the concepts of S.M.R. Covey that he conveyed in his book \"El Factor Confianza,\" the relationship of trust and integrity to income, benefits and long term development, and the four dimensions or classifications of leaders at work.":1,"#The Great Leadership Challenge":1,"#The author discusses leadership and positive psychology, presenting recommendations for leaders interested in improving their effectiveness. Recommendations include working out at least three times a week, developing a sense of purpose, building relationships with family members and colleagues, and expressing gratitude.":1,"#The article presents three imperatives of influence that, according to the authors, are necessary for leadership in organizations. Topics include the management of employees, the management of corporate networks, and the self-management of leaders. Formal authority, superior-subordinate relations, trust, corporate culture, and the role of vision in establishing common goals and purposes are mentioned.":1,"#Being the Leader":1,"#The article discusses four strategies, with the acronym LEAD, to develop the next generation of effective leaders. Topics discussed include the need to learn new information, participation in a wide range of work experiences for career development, and the development of leadership, relationship-building and interpersonal skills.":1,"#LEADing the Ship":1,"#Managing Effectively and Efficiently":1,"#Addison-Wesley":1,"#Ming Zeng":1,"#The article focuses on speed and complexity of the learning and development's ability with the limitations of modern workplace learning and the corporate learning and needs of a modern learning ecosystem. It mentions that performance support with list of subject matter experts with contact information and consideration such as content strategy, motivation and analytics. It also mentions that layers of a modern learning ecosystem and organizational learning philosophy.":1,"#Learning in Layers":1,"#In Broken Business, José R. Hernandez reveals what business leaders can do to save their companies when scandal strikes and how they can avoid scandal in the first place. Hernandez believes good companies don’t try to do wrong, but they can find themselves on the wrong side of the law because of systemic business processes based on poorly conceived management decisions. With Hernandez’s seven-step process, you can learn how to mitigate crises and instill integrity and proper conduct into your organization’s decision-making processes.":1,"#Broken Business":1,"#Leading with Responsibility":1,"#Society needs leaders who can see the future and implement new ideas more than ever. Employees today have more demands than they have ever had; they want to do more than just work, they want to feel as though they are a part of something bigger. Great leaders were not born with their skills—they had to work at them. The best way to develop leadership skills is by studying other great leaders and learning what it was that made them so great. In Leadership, Brian Tracy lays out the qualities and behaviors that encompass great leaders. The more people understand what makes leaders great, the more likely they are to internalize those qualities and reproduce them.":1,"#The article discusses organizations that excel at leadership development based on 2014 top training lists and the \"Best Companies for Leaders\" list that appeared in \"Chief Executive\" magazine. Topics include what factors are considered when companies are chosen for these lists such as formal leadership development programs, how organizations are defining \"leader,\" and the involvement of executives in leadership training.":1,"#Leadership Leaders":1,"#The article discusses the importance of leadership and its responsibilities. It states that it is essential for a leader to earn the enthusiastic loyalty and commitment of followers. Responsibilities of a leader are listed which includes recruiting team members, having a vision for the team's future, and celebrating the wins and losses.":1},"version":205126}]