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A business practitioner turned practical neuroscientist, she’s spent many years in multinational companies working in sales, marketing, talent management, organization design, and leadership development. Boschi is a worldwide speaker, educator, and member of the British Psychological Society.":1,"#Avoid foods that combine fat and sugar. Instead, to increase cognitive ability, improve memory, raise mood, and slow cognitive decline, eat foods like black currants, blueberries, broccoli, chicken, turkey, eggs, lamb, beef, cottage cheese, and tomatoes.":1,"#Nutrition is a key part of a healthy lifestyle. The brain is about 70 percent fat and needs the essential fatty acid omega-3 to repair damage and facilitate communication between neurons. Soybeans, pumpkin seeds, walnuts, and fatty fish like salmon, trout, and mackerel are excellent sources of omega-3.":1,"#Sleep, nutrition, and exercise are all part of a healthy lifestyle and are key to a healthy brain. The brain requires sleep to consolidate memories and cleanse itself of toxins that build up during the day. Cultivate good sleeping habits and make up for lost sleep as soon as possible. Consider taking short power naps to increase your productivity, cognitive function, and creativity.":1,"#Our Brain and Lifestyle":1,"#We all have <em ljsid-1=\"\">blind areas</em>—strengths, weaknesses, and traits we don’t recognize in ourselves but that others can see. Information you <em ljsid-3=\"\">do</em> know about yourself and are willing to share is your <em ljsid-5=\"\">open area</em>. As a leader, be open to feedback from others to increase your self-awareness and reduce your blind areas. Increasing what you share from your open area will increase people’s trust in you and make you more effective and productive.":1,"#Giving people breaks to encourage reflection and new thinking, since studies show that longer hours make people less effective.":1,"#Limiting distractions in the workplace, especially in meetings, so people can focus and develop new neural pathways.":1,"#Communicating clearly and involving others in decisions to increase their feelings of certainty.":1,"#Providing positive feedback and opportunities to learn to help increase people’s feeling of status.":1,"#Strive to create a caring, inclusive, positive workplace that recognizes people’s need for status, certainty, autonomy, relatedness, and fairness. Steps you can take to do so include:":1,"#<em ljsid-0=\"\">Self-directed neuroplasticity</em> is the process of the brain adapting to the work we do and how we do it. As a leader, you have significant control over the work environment and therefore a large role to play in your employees’ brain development.":1,"#Our Brain and Leadership":1,"#Exercise regularly to reduce levels of adrenaline and cortisol.":1,"#Engage with friends and family, as loneliness can make you more vulnerable to stress.":1,"#Pause throughout the day to disconnect and introduce moments of calm through mindful breathing or meditation techniques.":1,"#Learn your personal stress triggers and try to diminish or avoid them.":1,"#Set realistic goals.":1,"#Adopt the following techniques to help you reduce your stress level:":1,"#Prolonged stress—and the resulting elevated cortisol—leaves the body vulnerable to infection and disease and is a contributing factor in heart disease, high blood pressure, stroke, and psychological disorders.":1,"#When we encounter a threat that we feel unprepared for, we experience stress as both a psychological and biological response. The body responds to stress with the <em ljsid-1=\"\">flight or fight</em> response: Adrenaline and cortisol hormones are released; blood sugar (glucose), heart rate, and breathing rates increase; pupils dilate; and nonessential functions like digestion slow. When the hormone cortisol releases stored glucose for energy, it suppresses the immune system.":1,"#Our Brain and Stress":1,"#Change can be physically exhausting; therefore, it’s important to maintain healthy sleep and exercise habits during periods of change.":1,"#Change triggers anxiety because the brain is wired to avoid uncertainty to keep us safe. People crave certainty—it activates the brain reward center, releasing the neurotransmitter <em ljsid-1=\"\">dopamine</em> which creates feelings of wellbeing. When leading through change, increase feelings of certainty by communicating often with clear information and by projecting your own positive expectations regarding change.":1,"#Change is good for the brain. Practicing new behaviors, learning new habits, and changing routines help the brain become more resilient, open-minded, and agile.":1,"#Our Brain and Change":1,"#<em ljsid-0=\"\">Divergent thinking</em> looks for new ideas, possibilities, and alternatives rather than the “right” answers. Humans tend to be <em ljsid-2=\"\">convergent thinkers</em>, meaning we’re more interested in solutions or “right” answers. Practice divergent thinking to increase your creativity. One exercise is to list as many uses as possible for a common object, such as a paper clip or spoon.":1,"#Creativity can be learned, and it’s more about what you <em ljsid-1=\"\">do </em>than who you are. Increase your creativity by daydreaming, engaging in abstract thoughts, or in childlike play.":1,"#Creative people engage in a broad range of experiences; they prefer to teach themselves rather than be taught, love both the arts and sciences, are resilient when faced with failure, and generate both good and bad ideas—and have the tenacity to try them out.":1,"#Our Brain and Creativity":1,"#We also tend to align our beliefs with the group we’re engaged with (<em ljsid-1=\"\">groupthink bias</em>) and to defer to authority (<em ljsid-3=\"\">authority bias</em>). Encourage healthy debate and disagreement to avoid these biases in group decision making.":1,"#Accept that you have biases and challenge them. Question your own and others’ judgments about others, defy stereotypes, imagine alternatives, and work to learn more about other cultures and customs.":1,"#Biases are the beliefs, feelings, and attitudes we form about ourselves and others through our culture, education, and experiences. When existing beliefs and biases are challenged by conflicting information, the brain experiences <em ljsid-1=\"\">cognitive dissonance</em>; it will ignore or revise conflicting evidence to reduce the resulting discomfort. This can result in poor decisions.":1,"#Our Brain and Biases":1,"#The basic human instinct to avoid danger drives us toward what’s familiar. This may lead to homogeneity in our personal networks as we seek out people who are like us. However, research shows a strong relationship between diversity in social networks and innovation. To foster an innovative mindset and workplace culture, maintain an open mind, seek out differing opinions, question your perceptions, and challenge your existing beliefs.":1,"#Because it can’t process every visual input received, the brain filters, selects, and interprets information based on our existing experience, knowledge, beliefs, and expectations. This explains why optical illusions fool us—we see what we expect to see.":1,"#Our Brain and Visual Perception":1,"#The brain constantly looks for threats in our environment. Because positive words don’t pose a threat, the brain barely registers them, especially when they’re combined with negative words. When providing feedback, avoid the <em ljsid-1=\"\">feedback sandwich,</em> where praise and criticism are combined. Be sure to separate praise and criticism and offer them regularly and appropriately.":1,"#The brain converts words to visual associations almost immediately. Whether making presentations or simply speaking with colleagues and employees, avoid jargon and specialty language that may not have meaning for your audience. Keep your language simple and visual to make it memorable, and engage audience members with a personal story.":1,"#Our Brain and Language":1,"#The brain is wired to pay attention to what’s familiar and to seek it out. The familiar, then, becomes our comfort zone. But personal growth and learning require new experiences and challenges. Seek out new experiences—such as learning a new language, a musical instrument, or sport—to enhance your creativity, emotional resilience, and attention span.":1,"#No one can truly multitask processes that require attention—for example, it’s impossible for the brain to simultaneously recite the alphabet and count. Research shows that when we try to multitask, we lose focus, are prone to errors, have difficulty retaining, and are more stressed. To increase your attention at work, acknowledge that you can’t multitask, remove distractions, and focus on one thing at time.":1,"#The brain cannot process everything it takes in through the senses, so it makes many processes automatic. For example, once you learn to drive a car, much about that process becomes automatic.":1,"#Our Brain and Attention":1,"#Memories are stored in the <em ljsid-1=\"\">hippocampus</em>, the only area of the brain that can regenerate. By exercising regularly, you can increase your hippocampal growth and memory.":1,"#<em ljsid-0=\"\">Mnemonics</em> are ways of associating information with something we already know. For example, to remember someone named “Katherine,” visualize her with a cat. To improve your memory, practice recall, make associations, create mnemonics, and play memory games to improve your memory.":1,"#<em ljsid-0=\"\">Encoding</em> is the process of storing memories. We encode memories visually by seeing, acoustically by hearing, and semantically by assigning meaning. Using multiple channels to encode information increases the chances of remembering it. For example, to best recall a name, view it in writing, pronounce it, and then think about its origin.":1,"#Our Brain and Memory":1,"#Emotional responses are hardwired into the brain and quickly influence our decisions. Awareness of our own emotions and those of others is known as <em ljsid-1=\"\">emotional intelligence</em>. To improve decision making, slow down to consider and express your emotions and allow others to do the same.":1,"#The system in our brain that allows us to read what others are thinking and feeling consists of <em ljsid-1=\"\">mirror neurons</em> that respond the same, whether we do something or observe someone else doing it. Mirror neurons explain why yawning is contagious and are thought to be the root of empathy. Take time to read emotions in the faces of others to activate your mirror neurons and help you connect on a deeper level. Give people visual feedback with facial cues to show you’re listening.":1,"#Our Brain and Emotion":1,"#The brain and nervous system have evolved to ensure survival and are structured to maintain balance, or <em ljsid-1=\"\">homeostasis</em>. Chemicals called <em ljsid-3=\"\">neurotransmitters</em> facilitate communication across the nervous system and affect our mood and memory. To maintain good health, your neurotransmitters must remain balanced.":1,"#As a leader, you control much of the work environment, so you can impact the development of your employees.":1,"#Modern life taxes the human brain. Because the brain has evolved to ensure survival, it perceives the stresses of modern life the same way it perceives a threat to life. Healthy sleep, eating, exercise, and stress-reduction habits are vital to a healthy brain.":1,"#Creativity can be learned and is more about what you do than who you are. Embrace <em ljsid-1=\"\">divergent thinking</em>—searching for new ideas and alternatives—to increase creativity in your work environment.":1,"#Processes that require our full attention shouldn’t be relegated to multitasking. To increase your attention at work, remove distractions and strive to focus on one task at a time.":1,"#The brain grows throughout our lives and constantly changes in response to our environment, experiences, and thoughts; therefore, it can be shaped by our own or others’ actions to improve creativity, memory, attention, and problem solving.":1,"#Clicking this link will redirect to relevant products for the Author Helena Boschi.":1,"#John Wiley & Sons Ltd":1,"#The author encourages business leaders to create a master plan for building long-lasting business connections with trusted associates who can provide support. She discusses five things to think about as businesses link out to build a collaborative entourage of members including social media connections, customers' purchase of products and services from referrals, and relationship building with nonprofits. She explains the importance of building partnerships that will help propel the business.":1,"#We spend a significant part of our lives at work. Why spend it on something that’s not fun? Research suggests that fun has a positive impact on employee engagement, creativity, and retention. How can you make your job more fun? Make a game of it.":1,"#Why Work Should Be Fun":1,"#In Why Winners Win, Gary Pittard aims to help readers identify their opportunities for success and how they can achieve greatness. Pittard shares information he documented and analyzed through coaching and interviewing more than 10,000 people over 13 years, including surveys of common traps and failures that often get in the way of success.":1,"#Why Winners Win":1,"#Too often, people remain chained to their pasts simply because they are afraid of the pain that comes with change. In Why Wait to Be Great?, Terry Hawkins, CEO of People in Progress Global, offers straightforward methods to help people overcome their painful pasts by breaking bad habits and replacing them with positive ones to create professional and personal success. Through the fictional characters of Flipman and Pitman, Hawkins demonstrates how everyone has the choice to be happy and fulfilled no matter what their circumstances may be.":1,"#Why Wait to Be Great?":1,"#The article focuses on the importance of employee trust to employers and the organization. It discusses the tendency for employers to overlook employee trust, the effect of trust on employees' performance, a definition of trust, the benefits of trustworthy leaders to an organization, and the financial success of companies with high-trust cultures.":1,"#Why Trust Matters":1,"#Social injustice based on gender, race, or other visible differences can condition you to believe you’ll fail, but instead of allowing others to wreak havoc on your confidence, use their skepticism and lack of support as a catalyst to win. In Win When They Say You Won’t, Daphne E. Jones presents her systematic approach to winning. Winning is a continual journey, and you can use Jones’s blueprint to advance yourself to a new level of capability. By adopting the right mindset and toolsets, you can learn to believe in yourself, achieve your full potential, and win.":1,"#Win When They Say You Won't":1,"#Execution is what differentiates leading organizations from the rest. Yet many leaders are uncertain about how to inspire their employees and direct them to execute effectively. In Win Every Day, Mark Miller provides actionable tips for cultivating a culture with a commitment to execution at its foundation. He conveys these lessons as an easy-to-read business fable based on fictional CEO Blake Brown.":1,"#Win Every Day":1,"#In Win at Work!, Diane Katz presents an alternative to the traditional linear model of resolving conflict called “The Working Circle.” This approach encourages flexibility when resolving conflict. The Working Circle is a circular approach with eight steps that can be revisited on the way to conflict resolution. Rather than focusing solely on solutions, The Working Circle requires individuals to balance feelings and reason in order to improve confidence and focus on organizational goals. The Working Circle aims to provide win-win resolutions that leave each participant satisfied.":1,"#Win at Work!":1,"#As a renowned communication professional, Dr. Frank I. Luntz often finds himself in conversations with some of America’s greatest businessmen, politicians, entertainers, and athletes. It is through these unique opportunities that Luntz comes to recognize nine discernible personality traits that are common amongst the most successful “winners” and how they are conveyed through language. Drawing from dozens of interviews and recollecting numerous stories, Win is Luntz’ account of these characteristics and the part each plays in building a success story—one in which an individual recognizes a weakness or deficiency in the human experience and then offers a solution to fill the void.":1,"#Win":1,"#The article discusses key findings of an investigation of the trust-building process between expatriate leaders and host country nationals (HCNs), and the role of Cultural Intelligence (CQ) in building trust. Particular focus is given to the economy of China where trust formation at the workplace remains a mystery, and building sustaining relationships with the locals require special skills. It also discusses the implications of the key findings to human resources (HR) practice.":1,"#Fenny Ang":1,"#Will I Trust You More If I Think You Are Culturally Intelligent?":1,"#The first step of giving a presentation is to identify what your audience wants and needs. Joel Schwartzberg’s tips will ensure that your presentation focuses on your audience, and not yourself.":1,"#Why You Should Focus on Your Audience, Not Yourself":1,"#The article offers the insight of Gary Whitney, vice president for learning at InterContinental Hotels Group (IHG), regarding the success of a team. Topics discussed by Whitney include the important role of a team in the success of the company, how he helped in the evolution of the company's learning function, and the influencing factor for his career path in the hospitality sector and learning.":1,"#Winning Through People":1,"#Regardless of the economic landscape, companies consistently struggle with attracting and keeping the right people. To help alleviate the high rate of employee turnover and successfully boost talent retention, Mandy Johnson created a “Highfliers 7-step System.” Detailed in Winning the War for Talent, this system strives to give companies the tools necessary to recruit, inspire, and retain the best people possible, then help them thrive.":1,"#Winning the War for Talent":1,"#Throughout the ages, stories have brought societies together and helped their members create a shared sense of the world. In fact, storytelling strategist and creative expert Jonah Sachs believes that stories have become the only means of communication with the power to build enduring connections between consumers and brands—connections that inspire people to reach higher, live better, and dream bigger than ever before. In Winning the Story Wars, a Harvard Business School Publishing title, Sachs pinpoints the roots of this power and how companies can tap into it. He also exposes the weakness of conventional marketing messages focused on human inadequacy and deficiency, explaining why modern consumers are hungry for value-based stories that help them see the potential in humankind and in themselves.":1,"#Winning the Story Wars":1,"#For years, companies have used the Net Promoter System (NPS) to evaluate customer satisfaction and loyalty. In Winning on Purpose, Fred Reichheld—the inventor of NPS—shares why organizations must shift from financial capitalism to customer capitalism, and the basic tools, metrics, and processes that they can use in today’s customer-centered business environment.":1,"#Darci Darnell, Fred Reichheld, Maureen Burns":1,"#Winning on Purpose":1,"#The article focuses on balancing act for delegation and managers and supervisors fail to delegate and guidance on how to get started, generate momentum, avoid pitfalls, and proceed to completion. It mentions supervise experience the exquisite experience of momentum with challenging project increase significantly. It also mentions increase the complexity of assignments for assessing employees' skills, interests, and needs.":1,"#Winning at Delegation":1,"#Former General Electric CEO Jack Welch is continually asked questions from people who want to know more about getting business right. Most of the questions boiled down to: “What does it take to win?” In Winning, Welch strives to answer that question. He believes that people and their families thrive and grow when companies win. Winning companies and their employees are the fuel for a healthy economy. They also provide tax revenues for governments to enable a free, democratic society. Welch offers guidelines and assumptions to adopt in order to help readers win.":1,"#Jack Welch, With Suzy Welch":1,"#Winning":1,"#Winners Take All":1,"#In Wisdom from the Wild, former zoo and aquarium professional Julie C. Henry argues that the business world can learn a great deal from the natural world. Using facts about the animal kingdom, business cases, and stories from her own career, Henry outlines nine Unbreakable Laws of Nature that every leader must know. By adopting these laws, you can improve your ability to solve problems, make decisions, and move your team forward.":1,"#Wisdom from the Wild":1,"#Connecting with Your Customers on Multiple Channels Brands need what is called an omnichannel marketing strategy that leverages multiple touchpoints to convert prospects into customers. This new normal meant new media outlets, new avenues for reaching customers, and sometimes even new products to meet different customer demands. Customers get the personalized and streamlined experience that they are looking for, and marketers get a better understanding of their customers' needs.":1,"#Wipe Away the Crumbs":1,"#After decades of uproar over social injustice in America, marginalized groups continue to be significantly disadvantaged. In Winning with Underdogs, social entrepreneur Dr. Gil Winch presents social injustice as an employment parity issue and places the blame on corporate America, citing two root causes: bias and an unsafe emotional climate. Drawing from an abundance of research and direct experience working with employment underdogs, Winch defines a path for change in the workplace that eliminates these root causes, succeeds at creating equity for marginalized people where other initiatives have failed, and delivers valuable business, social, and personal benefits.":1,"#Gil Winch":1,"#Winning with Underdogs":1,"#The not-so-secret weapon in the fight to succeed in business today is data. In Winning with Data, Tomasz Tunguz and Frank Bien explain how businesses are disrupting industries and changing the way they operate with data. With good data that is accessible to all, companies can rely on facts, rather than the opinions of senior leadership alone, to make decisions, and changes that improve performance can happen quickly. It is not easy to become a data-driven company; those who succeed operationalize data, create a data dictionary, and make changes to their data supply chains and people.":1,"#Tomasz Tunguz, Frank Bien":1,"#Winning with Data":1,"#In Winning Well, Karin Hurt and David Dye explain that the best managers are those who are self-assured enough to relish challenges, but humble enough to understand that they cannot achieve anything without motivated, collaborative staffs. These managers understand that it is neither morally acceptable, nor consistent with sustainable business practices, to dehumanize their employees. On the contrary, management is, first and foremost, about relationships, so today’s definition of managerial success must include helping employees to achieve their personal and professional goals.":1,"#Winning Well":1,"#The Internet has forever changed the world; it has connected people in ways never before possible and upended traditional business models with grassroots innovation. With a laptop, a good idea, and dedicated effort, anyone can become a multimillionaire or drive progressive change, according to author and Internet entrepreneur Alexis Ohanian. In Without Their Permission, Ohanian shares his personal success story of launching online businesses and provides inspiration and practical advice for entrepreneurs and others who want to use technology to have more fun, make more money, or change the world.":1,"#Without Their Permission.":1,"#According to Kasia and Patryk Wezowski, your ability to successfully read body language can determine your professional success and general happiness. In Without Saying a Word, the authors explain how to choose the gestures that will improve your daily conversations, sales pitches, interviews, negotiations, and other interactions. By understanding what your body language is saying to others and analyzing what others are conveying through their own movements, you can effectively spot negative feelings, match your body language to your messages, project self-confidence, and spread your influence.":1,"#Patryk Wezowski, Kasia Wezowski":1,"#Without Saying a Word":1,"#In Work from Anywhere, Alison and Darren Hill share how to build an exceptional hybrid team so your employees can successfully work from anywhere. Embrace the journey of slaying the beasts that stand in your way, and learn new strategies to effectively lead your team. The authors’ tips will help you gain a toolbox of skills to develop an effective team culture and reach peak performance and individual autonomy.":1,"#Darren Hill, Alison Hill":1,"#Work from Anywhere":1,"#The COVID-19 pandemic disrupted lives, and with it, work, workforces, and workplaces. In a short span of time, leaders and employees found themselves navigating new policies and protocols to take on the challenges they faced. For many, this meant transitioning their in-person collaborations to remote work arrangements and reorganizing formal structures into ad hoc, agile teams. More changes are on the horizon. In Work Disrupted, Jeff Schwartz and Suzanne Riss share strategies you can use to prepare your business for the challenges still to come and develop the capability, capacity, and spirit you need to adapt to future worlds of work.":1,"#Jeff Schwartz, Suzanne Riss":1,"#Work Disrupted":1,"#Research shows that working remotely and relying too much on digital communication has created a loneliness epidemic. In Work Better Together, Jen Fisher and Anh Phillips argue that to combat this problem, you must create a company culture that prioritizes meaningful relationships among coworkers. By cultivating authentic, trust-based teams throughout your company, you’ll improve not only your employees’ productivity but also their happiness and health.":1,"#Work Better Together":1,"#In boardrooms and conferences around the world, when millions or billions in revenue are at stake, executives are often underprepared to communicate their business strategies. In Words That Work, innovation and leadership expert Val Wright teaches readers the tools of effective business communication. Readers will learn how to harness their emotions, ask the right questions, and speak the right words at the right moment.":1,"#Leaders in every industry are beginning to recognize the value of diversity and inclusivity in the workplace, but few have found ways to produce sustainable results. In Women, Minorities, and Other Extraordinary People, Barbara B. Adams demonstrates that change is possible. She provides actionable steps that can help you develop new narratives and construct a sustainable approach to diversity and inclusion. Her tangible solutions to complex issues can also help you break free from old models and mindsets, propel innovation, produce greater financial returns, and attain a more engaged and inclusive workforce.":1,"#Women, Minorities, and Other Extraordinary People":1,"#The article discusses the tips for women for getting on a corporate board by referring to the ONBOARD Initiative launched by the U.S. Small Business Administration, online service provider company LinkedIn and other organizations, including Landit. Suggestions discussed include serving on the membership committee, leading a fundraising event or campaign and developing a target list.":1,"#Women Networking to Success":1,"#The article focuses on the \"Empowerment, Diversity, Growth, and Excellence (EDGE) in Leadership Study\" by the nonprofit organization Healthcare Businesswomen's Association, which looked at advancement of women executives in U.S. and European healthcare companies. Attitudes of managers about the importance of hiring and promoting women and the performance factors that determine success are also discussed. Other topics include fair recruiting practices, work flexibility, and networking.":1,"#Women Need an Edge to Get Ahead in Business":1,"#An interview with Harvard Kennedy School professor Iris Bohnet is presented in which she discusses gender bias and gender diversity in the workplace, discrimination against women in the workplace, and the concept of nudge theory. She also discusses steps that corporations can implement to enhance gender equality, how human resources (HR) professionals can effect change, and the role of gender bias in U.S. presidential candidate Hillary Clinton's defeat in the 2016 U.S. presidential election.":1,"#Women Leaders Still Need to Be Trailblazers":1,"#Beyond making remote work possible, technology has brought about potent collaborations and new lifestyle options for those who work remotely. At the same time, remote work brings its own set of best practices, etiquette questions, and potential pitfalls. In Work Together Anywhere, Lisette Sutherland and K. Janene-Nelson cover the dos and don’ts for individuals, remote teams, and companies looking to migrate to remote models. From investing in the right technology to spotting the personality traits best suited to remote work, the right approach can help you make the most of this working style.":1,"#Work Together Anywhere":1,"#Do you feel like your life is an out-of-control complex jumble of chaos? If so, chances are the systems at play in your life are working you. In Work the System, engineer and business owner Sam Carpenter explains how you can flip the paradigm and work these systems so you can lead a life of calm fulfillment. Drawing from his experience in transforming his business from near failure to phenomenal success, Carpenter provides a roadmap for getting the systems in your business and your life under control so you can manage them to your greatest advantage.":1,"#Work the System":1,"#If there is anyone who knows the secret ingredients to success, it is Betty Liu. As an award-winning financial journalist and Bloomberg Television anchor, she has had the opportunity to interview billionaires, CEOs, politicians, and celebrities about what it is like at the top and how to get there. In her book Work Smarts, Liu shares advice and insights gleaned from these interviews. She offers practical tips on important job skills such as networking, asking for a raise, and negotiating. Also covered are less obvious aspects of getting ahead, such as the importance of being likeable, how to think like an entrepreneur, how to bounce back from a layoff, and how to overcome fear.":1,"#Betty Liu":1,"#Work Smarts":1,"#There are two ways to run a company: top-down, command and control—where leaders make and enforce the rules, or high-freedom and non-hierarchical—where employees are empowered to manage themselves. Either method can yield results in the short term, but as Google Inc. has proven, the organizations that truly thrive over the long term are those that believe in their people and allow them to excel. In Work Rules!, Google’s senior vice president of People Operations, Laszlo Bock, details the people practices behind Google’s success and explains how anyone who believes in the inherent goodness of others can create an empowered team.":1,"#Work Rules!":1,"#In Work Reimagined, Richard J. Leider and David A. Shapiro urge people to develop a new vision for their work. They offer methods to help people uncover their individual callings rather than simply viewing their jobs as a way to pay the bills. By rethinking their attitudes toward work, people can find meaningful aspects in the jobs they perform and apply their personal gifts to the world around them.":1,"#Many people want to take their careers to the next level but don’t know how. In Work On Your Game, Dre Baldwin provides a step-by-step guide to help amateurs transform into professionals. Through stories from his nine-year career as a professional basketball player, Baldwin demonstrates how you can harness discipline, confidence, resilience, and initiative to achieve any goal you set your mind to.":1,"#Work On Your Game":1,"#Many people experience anxiety on the job. This problem affects employees at every level of organizations, from entry-level workers to senior executives. Although workplace anxiety can be debilitating, it does not have to be. In Work Makes Me Nervous, Jonathan Berent and Amy Lemley describe a personal coaching system that conquers this problem. Berent developed the program based on his work with thousands of people. This process is designed to help readers diagnose their symptoms, build a map for change, and create a High Performance Mind.":1,"#Jonathan L.C.S.W. Berent, Amy Lemley":1,"#Work Makes Me Nervous":1,"#Research shows that workplaces that encourage socializing, provide a nurturing environment, and are run by supportive managers outperform dull, confining spaces. In Work Made Fun Gets Done!, Bob Nelson and Mario Tamayo explain the do’s and don’ts for making any job fun. This book is meant for workers, management teams, or leaders in any sector who want to boost morale and productivity.":1,"#Mario Tamayo, Bob Nelson":1,"#Work Made Fun Gets Done!":1,"#Our workplaces affect—and are affected by—our mental health. Fast Company brought together a roundtable of business leaders and advocates to discuss why the mental well-being of employees should be a top priority.":1,"#Work in Progress":1,"#Most managers do not have the benefit of specialized training when they are promoted into their first leadership roles. High performers are often tapped to head their teams, but what makes people good at their jobs is not guaranteed to make them good at guiding others. Managers with gaps in their supervisory skills can make mistakes that hurt their employees, companies, and careers. In Work Happy, management guru Jill Geisler draws on research and real-world experience to teach readers what transforms great employees into great bosses.":1,"#Work Happy":1,"#In 2017, reporters Anne Helen Petersen and Charlie Warzel moved from New York City to Missoula, Mont., and started asking some existential questions. More and more bosses are millennials, but a lot of companies are still headed by people who aren't intimately familiar with the dark underbelly of productivity culture. When the pandemic plunged millions into the quagmire of working from home, Warzel and Petersen realized we were at a cultural inflection point":1,"#Working from Home is Just the Beginning":1,"#Business leaders get better results when those they lead work from the heart. In Work with Me, Simon Dowling reveals the key to achieving buy-in, that state of willingness and enthusiasm that brings members of your organization to the highest levels of accomplishment and success. By mastering the art of bringing stakeholders fully on board, you can bring innovative concepts and ideas to profitable fruition.":1,"#Work with Me":1,"#The article discusses various aspects of the concept of Performance Time as a time-management tool for supervisors. The importance of properly allocating time as a requirement for doing great things is highlighted. The article highlights the use of strategic blocks which is defined by the author as a three-hour block of uninterrupted time. The author describes buffer blocks which are created to deal with unplanned and low-value activities that arise during the working day.":1,"#Work with Intention":1,"#If you’re a working parent—or planning to become one—you may feel pressure, uncertainty, conflict, and exhaustion when you think about succeeding at work, leading a full life, and thriving as a parent. Daisy Dowling is here to help. In Workparent, she explains that these feelings are normal, especially in today’s world where limits are constantly tested. Using her personal experience, lessons learned through coaching, and research performed by leading experts in the field, Dowling shares strategies that can help you feel more calm, confident, and capable—even in the most hectic moments.":1,"#Workparent":1,"#Kronos, a leading workforce management and human capital management solutions provider, has been recognized in six countries as a “Top Place to Work.” An integral part of the company’s success is its unique “WorkInspired” culture that focuses on employee engagement. In WorkInspired, Kronos CEO Aron Ain shares insights and tools that can help leaders at other companies develop cultures where people innovate and love to come to work.":1,"#Aron Ain":1,"#WorkInspired":1,"#Obstacles in communication such as jargon, poor grammar, illogical organization, and wordiness can destroy the effectiveness of written communication. In Working with Words in Business and Legal Writing, Lynne Agress teaches the basics of sound and effective business communication. Whether in letters, texts, advertisements, or emails, good writing is the best way to create a lasting impression of competence and professionalism.":1,"#Working with Words in Business and Legal Writing":1,"#The article offers tips and suggestions for helping interns by providing them training and developing leadership skills. Topics include scheduling regular communication with interns through daily stand-up meetings, providing meaningful and practical tasks to interns for developing responsibility and delegation skills, and developing project charter outlining responsibilities and goals for the duration of the internship.":1,"#Working with Future Leaders":1,"#In Working in the Gig Economy, Thomas Oppong teaches you how to promote yourself as an independent contractor and budget your professional and personal time and finances. With the right skills, you can capitalize on the new opportunities offered by online platforms. While working as an independent contractor may offer the advantage of a more flexible schedule, you must also continually focus on growing your client base, advertising your services, and carving out your unique niche.":1,"#Working in the Gig Economy":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Tamara Jacobs":1,"#7-lessons-for-leading-in-crisis":1,"#<strong ljsid-1=\"\">Bill George</strong> is a professor of management at Harvard Business School and former chairman and CEO of Medtronic. He is the author of three bestselling books, including \"True North,\" \"Finding Your True North,\" and \"Authentic Leadership.\" George is widely regarded as one of the nation's foremost authorities on leadership and one of the best CEOs of the 20th century. He has been named \"Executive of the Year\" by the Academy of Management, \"Director of the Year\" by the National Association of Corporate Directors, and a Top 25 Leader of the Past 25 Years by Public Broadcasting.":1,"#Appendix: Leaders Featured in 7 Lessons for Leading in Crisis":1,"#Conclusion: Crisis May Be Your Defining Moment":1,"#Lesson #7: Go on Offense, Focus on Winning Now":1,"#Lesson #6: You're in the Spotlight: Follow True North":1,"#Lesson #5: Never Waste a Good Crisis":1,"#Lesson #4: Get Ready for the Long Haul":1,"#Lesson #3: Dig Deep for the Root Cause":1,"#Lesson #2: Don't be Atlas; Get the World Off Your Shoulders":1,"#Lesson #1: Face Reality, Starting with Yourself":1,"#Introduction: The Ultimate Test of Leadership":1,"#Foreword by Warren Bennis":1,"#The Author":1,"#<strong ljsid-1=\"\">7 Lessons for Leading in Crisis</strong> is written for a wide range of audiences, from young professionals to seasoned CEOs. The book does not provide step-by-step instructions to navigate difficult situations; rather, it helps readers to understand their own inner compasses and to react to crisis accordingly. The book includes hundreds of real world examples, including the author's own experiences and the successes and failures of various leaders and organizations throughout history. Also included is an Appendix of all leaders featured in the book; a list of References broken down by chapter; and a section for Further Study. Given that many of lessons contained in the book build off previous lessons, the book is intended to be read cover to cover. <strong ljsid-3=\"\">7 Lessons for Leading in Crisis</strong> offers a straightforward approach for any professional looking to not only navigate crisis but also emerge from difficulty a better leader with a stronger organization.":1,"#<strong ljsid-1=\"\">7 Lessons for Leading in Crisis</strong> is written for a wide range of audiences, from young professionals to seasoned CEOs. The book does not provide step-by-step instructions to navigate difficult situations; rather, it helps readers to understand their own inner compasses and to react to crisis accordingly. The book includes hundreds of real world examples, including the author's own experiences and the successes and failures of various leaders and organizations throughout history. Also included is an Appendix of all leaders featured in the book; a list of References broken down...":1,"#Reading Time: 2 hours, 139 pages":1,"#By David L. Dotlich, Peter C. Cairo, and Stephen H. Rhinesmith":1,"#to Save Your Business":1,"#Navigating Through Complexity, Diversity, and Uncertainty":1,"#By Karl E. Weick and Kathleen M. Sutcliffe":1,"#Resilient Performance in an Age of Uncertainty":1,"#www.billgeorge.org":1,"#Following one's \"True North\" will ensure a lasting difference in the world, which is the ultimate fulfillment of leaders in crisis.":1,"#The best leaders are those who use crisis to transform themselves, their organizations, and their industries.":1,"#A major component in successfully navigating crisis is a high level of resilience, defined as a combination of hardiness, toughness, and spirit.":1,"#The first step in leading through crisis is to recognize the crisis and define the problem accurately. By facing the reality of the situation, leaders can position themselves for future success.":1,"#In times of crisis, the best leaders follow their \"True North,\" an internal compass of beliefs, values, and principles that guide people through life.":1,"#In <strong ljsid-1=\"\">7 Lessons for Leading in Crisis</strong>, Bill George offers a guidebook to help readers navigate through crisis situations by holding true to their deepest beliefs in the toughest of situations.":1,"#Clicking this link will redirect to relevant products for the Author Bill George.":1,"#ISBN: 9780470531877":1,"#©2009 Bill George":1,"#by Bill George":1,"#Dr. Steven J Stein, the founder and CEO of a leading psychological test-publishing company, has spent years researching the impact of emotional intelligence on human behavior in the workplace. He poses two questions: How can the research about individual emotional intelligence improve the workplace? Is there such a thing as ‘organizational emotional intelligence’? In Make Your Workplace Great, Dr. Stein suggests that organizations with high emotional intelligence take into account the thoughts and feelings of their employees, recognize the importance of each employee to the success of the organization, and are able to achieve goals as well as be responsible towards their customers, suppliers, competitors, and society as a whole.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Steven J. Stein":1,"#Make Your Workplace Great":1,"#Lisa Disselkamp’s No Boundaries outlines how leaders can use workforce management technology (WMT) to more effectively run their organizations; achieve financial goals and maximize profits; and enhance operations, quality, and compliance. Disselkamp proposes that the companies that view WMT systems as having “no boundaries” will gain the most from their investment and achieve these best practices: 1. Paying people wisely 2. Using labor wisely 3. Actively steering the workforce toward strategic goals 4. Integrating and accelerating workforce intelligence Workforce analytics are possible and allow managers to use real-time data to measure performance, analyze it, compare it to business targets, and improve performance. By implementing WMT, companies can manage budgets and control costs in real time, leveraging live, actionable labor data. Employee pay and incentive programs can be easily managed through WMT to prevent unnecessary cost and ensure legal requirements are met. Time off is categorized in a variety of buckets, including medical and other leaves and unapproved time. Users can also adjust historical data to match the business cycle, which eliminates the mismatch caused by processing manual checks in a different time period. Features of WMT can ensure that an organization’s facilities, people, and data are properly secured, and it can minimize financial losses from lack of proper data. The system analyzes absenteeism by collecting real-time data, assessing worker activity, computing the cost, and measuring against established targets. WMT can also manage complex leaves, especially FML, and ensure that companies are set up to comply with policies and regulations. Automated scheduling can also have a huge impact on cost and people. Automated schedules are created through WMT by mapping the five scheduling processes – Forecasting, Assessing Workload, Creating a Master Schedule, Populating the Schedule, and Making Adjustments - to automated system features. Like any initiative, WMT needs to make good business sense and demonstrate real value. Companies should be thorough when developing a WMT business case to show that it is mission-based and will help drive organizational success.":1,"#No Boundaries":1,"#In The Extraordinary Leader, John H. Zenger and Joseph R. Folkman explore what it takes to develop poor and average leaders into extraordinary leaders. Drawing on data generated from studies involving 200,000 individuals rating 25,000 leaders, Zenger and Folkman arrive at some surprising conclusions and present their plan for leadership development in a series of easily understood metaphors. So how does an organization nurture and grow its leaders? This is a tricky question, since there is no one single \"right\" way to lead; every extraordinary leader has their own personal style. In addition, there is no single, magically effective way to lead that spans all organizations. Zenger and Folkman's have identified the essential building blocks, or competencies, of extraordinary leadership. The book defines a competency as a combination of skills, traits, attributes, and specialized knowledge that figure into performing the tasks necessary to any given job. The practical solution is not to look at how leaders stack up against the average and try to correct the areas that fall below that average, but rather to compare people against the ratings of the organization's best leaders. In other words, setting a high standard and focusing on developing and improving strengths rather than correcting weaknesses achieves extraordinary leadership. The book really consists of a few simple messages, and most of the content is simply expanding upon those points. Perhaps the essential, core thesis is: leaders can change. The methods for achieving that change are directed at both individuals and organizations, making this an informative and useful book for anyone involved in organizational leadership.":1,"#The Extraordinary Leader":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kathleen Stinnett, John H. Zenger":1,"#Tom Rath’s book Strengths Finder 2.0 is a simple guide to the 34 Strength Themes developed by the Gallup organization as a result of a 2001 study. The 34 themes represent a breakthrough in the search for useful terminology in the area of talent development. When coupled with the online Strengths Finder test, the book is a powerful way to find work that aligns with one’s core values, or to find increased satisfaction in one’s current work life.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Tom Rath":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Paul Chaney":1,"#<span ljsid-1=\"\">604</span> of <span ljsid-3=\"\">638</span>":1,"#7237 - 7248 of 7653":1,"#Recognition is an important and powerful tool that managers often do not use to full advantage. However, the effective use of recognition becomes even more critical in turbulent or difficult times when finding and keeping solid employees is especially tough. In The Carrot Principle, Second Edition, Adrian Gostick and Chester Elton update their classic book with new data and case studies that illustrate the vitally important role recognition plays in engaging employees.":1,"#The Carrot Principle":1,"#In business research, leaders have received the bulk of the attention, while followers have been mostly overlooked. In The Art of Followership, editors Ronald E. Riggio, Ira Chaleff, and Jean Lipman-Blumen have assembled a group of essays that explore followership as a role, relationship, and a process. Scholars and business practitioners have begun to recognize the significance of followers in organizations. The research literature suggests that a more follower-centric leadership model is beginning to develop. One of followers’ primary responsibilities is to keep managers “in check” from an ethical and a legal standpoint. A crucial part of being a follower is the ability to make ethical judgments, to proactively promote activities that are both ethical and legal, and to stand up against improper behavior. Despite the popular view that some people are natural leaders while others are followers, some believe a better model is one where leadership and followership rules can be assumed at different times by members of teams and organizations.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Ira Chaleff, Ronald E. Riggio, Jean Lipman-Blumen":1,"#The Art of Followership":1,"#When a business has implemented a successful planning process, every employee can see a clear link between the overarching company direction and the work they perform. In the book Manager’s Guide to Business Planning, Peter J. Capezio provides businesspeople from all industries with a comprehensive review of the planning process. The book defines what must occur from preparation for the planning process through the measurement of results. Business plans have five major objectives: (1) they determine where the company needs to go, (2) they articulate the targets that will make the company successful, (3) they identify any potential roadblocks or contingencies, (4) they keep the business on track to reach its targets, and (5) they manage performance at the departmental and individual levels. When planning for results, it can be helpful for managers to think about the three levels of planning that should take place in an organization: strategic planning, business planning, and functional/departmental plans and business initiative planning.":1,"#Manager's Guide to Business Planning":1,"#The old saw says that money cannot buy happiness. But what about the reverse? Does happiness contribute to success in business? Does happiness matter in the workplace? In Happiness at Work, Jessica Pryce-Jones confronts the common assumption in the business world that happiness is a woolly concept, one that has no place in the discourse of companies or the professional lives of employees.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jessica Pryce-Jones":1,"#Happiness at Work":1,"#In The Truth About Leadership, James M. Kouzes and Barry Z. Posner describe what research has revealed about leadership and how certain aspects of leadership endure over time. Although written for emerging leaders, the book’s concepts are equally relevant to individuals with many years in a leadership role. Using ten “truths,” the authors clearly describe the foundations of great leadership.":1,"#More often than not, people in their day-to-day routines make decisions and act out of habit without reflecting on potential consequences. This pattern of unmindful behavior is what Robert and Ryan Quinn, the authors of Lift, call the “normal state.” In the normal state, people commit to the actions that make them feel as good as possible. In other words, both they and their actions are comfort-centered. People in normal states react to the world automatically, as it is easier to let learned responses take over than it is to independently assess each situation as it arises and then decide on the optimal course. With this mindset, it is difficult to see beyond immediate, personal needs and feelings. In Lift, the authors explain that people who limit themselves to the normal state surrender to the idea of mediocrity, both for themselves and for others.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Robert E. Quinn, Ryan W. Quinn":1,"#Lift":1,"#<span ljsid-1=\"\">605</span> of <span ljsid-3=\"\">638</span>":1,"#7249 - 7260 of 7653":1,"#becoming-a-category-of-one":1,"#Calloway states a company must consciously decide to become extraordinary and adds...":1,"#The Customer Rules":1,"#Clicking this link will redirect to relevant products for the Author Joe Calloway.":1,"#by Joe Calloway":1,"#Large egos can propel businesspeople into leadership positions. Once they have done so, however, the same egos can get in the way of what all executives want to do: lead and motivate others. In Just Ask Leadership, author and executive coach Gary Cohen shows how asking questions can inspire team members, build team unity, and get results.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Gary B. Cohen":1,"#Just Ask Leadership":1,"#Truly exceptional sales managers know the importance of embracing a proactive management style, guiding their team toward the future rather than being bogged down in day-to-day sales tasks. The end result is a team that functions at a high level and accomplishes its objectives efficiently. Being proactive requires understanding how to make the right choices, and in More ProActive Sales Management, author William “Skip” Miller explains how good sales management decisions are at the core of an effective management style. Everyone suffers when bad decisions are made, and Miller shows readers how to effectively manage the sales process by avoiding the most widespread sales management mistakes. According to Miller, these all-too-common pitfalls occur in one of five areas: internal team decisions, upward decisions, sales decisions, infrastructure decisions, and self decisions.":1,"#More ProActive Sales Management":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Alison Maitland, Avivah Wittenberg-Cox":1,"#Why Women Mean Business":1,"#Ask employees at any company and you will find a vast majority of them have worked with a “toxic” employee. They go by many names: control freaks, narcissists, manipulators, bullies, or humiliators, but the result of their presence in the workplace is always the same – disruption, corruption, and often real damage to companies who do not or will not find ways to control or eliminate toxic employees. In Toxic Workplace!, Mitchell Kusy and Elizabeth Holloway present their study on toxic personalities, along with strategies at the individual, team, and organizational level that can help companies develop a values-based system to deal effectively with toxic employees and heal the damage they may have already caused within an organization. Research has shown that 94 percent of employees have dealt with or are dealing with someone at their workplace who is considered \"toxic.\" The damage done by toxicity in the workplace is no laughing matter – decreased productivity, high turnover, and long-term emotional difficulties for employees. These effects can hurt companies long after the toxic worker is removed. In their book, Kusy and Holloway outline what they call the Toxic Organization Change System (TOCS) that focuses on the organization, the team, and the individual. This method not only reduces or eliminates toxicity in the workplace, but can help to heal the remaining employees who have been harmed by the toxic personality among them. Kusy and Mitchell conclude that the most effective strategies are those that are values-driven and encourage respectful engagement with individuals and within the organization. It also instills a sense of integrity, authenticity, and social responsibility in leaders. When all these leadership qualities are brought together, leaders can rise above blaming the toxic person for disrupting the company and instead use it as an opportunity to reinvent or reinforce organizational values.":1,"#Toxic Workplace!":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Don Tapscott":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Karen Sobel Lojeski":1,"#Leading the Virtual Workforce":1,"#In a world where people are obsessed with success, Love Leadership makes the case that sustained success comes from leading with love, not fear. Drawing from his own personal transformation, interviews with well-known leaders, and anecdotes, author John Hope Bryant explores this love leadership style. Five “laws” are fundamental to love leadership: 1. Loss Creates Leaders. Bryant’s compelling personal losses serve as the foundation for his first love leadership law. 2. Fear Fails. Bryant understood first-hand how fear-based leadership is not sustainable. After one angry tirade to his staff, the calm and forgiving reaction of a senior volunteer taught Bryant that fear did not have to control him. 3. Love Makes Money. Bryant recognized early in his career that he wanted to make money honorably. His third law of love leadership differentiates between doing well and doing well by doing good. 4. Vulnerability is Power. Bryant’s fourth law advocates that vulnerability can be a great strength. Showing vulnerability also helps build deep bonds with others. 5. Giving is Getting. Focusing one’s efforts on helping others is the basis for Bryant’s final law of love leadership.":1},"version":205255}]