[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文(简体)","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"phrase":"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes","candidate":"#","variables":["<var hour=\"\"></var>","<var minutes=\"\"></var>"],"regex":"^#([\\d ]{1,2}):([\\d ]{1,2}) minutes$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":202783},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":202783},{"_id":"outdated","outdated":{"#Whether artificial intelligence (AI) is good or bad for the world is a controversial topic that often sparks vehement debate. In AI for Good, Juan M. Lavista Ferres and William B. Weeks, two highly qualified Microsoft AI experts, have curated research from the team at Microsoft’s AI for Good Labs to make the case that AI can be applied to solving the world’s most difficult problems. Their hope is that by sharing research-based knowledge and insights, others will be inspired to join the effort to use AI for good.":1,"#William B. Weeks, Juan M. Lavista Ferres":1,"#AI for Good":1,"#communicate-to-influence":1,"#Michael Hinkle":1,"#Jason Silver":1,"#<strong ljsid-1=\"\">Kelly Decker</strong> is a keynote speaker, messaging expert, and executive communication coach. As president of Decker Communications, Inc., she leads innovation efforts, most recently developing new programs for challenges like telepresence, team selling, and sales storytelling. She also personally coaches executive leaders from Fortune 500 companies. Decker has been featured in the <em ljsid-3=\"\">New York Times</em>, the <em ljsid-5=\"\">Wall Street Journal</em>, <em ljsid-7=\"\">Marketwatch</em>, and <em ljsid-9=\"\">Marie Claire</em>. She holds an MBA from the Haas School of Business and a BS in psychology from California Polytechnic State University, San Luis Obispo.":1,"#<strong ljsid-1=\"\">Ben Decker</strong> is CEO of Decker Communications, Inc. He has worked with hundreds of leaders in Fortune 500 companies to strategize and implement communications solutions that are practical, direct, and attainable. He regularly addresses large audiences on the importance of creating a communication experience, developing executive presence, and communicating as a leader. Decker has been featured at large conferences and kickoffs for companies such as Marriott, Robert Half International, Hewlett-Packard, Million Dollar Roundtable, CHRISTUS Health, and Exponent. He holds a BS in psychology from California Polytechnic State University, San Luis Obispo.":1,"#<em ljsid-1=\"\">3. Answer the call. </em>By striving to make a huge improvement in their communication skills, individuals can achieve powerful change and influence others to take action.":1,"#<em ljsid-1=\"\">2. Do the work. </em>Successful communication experiences do not just happen; they are intentionally created by using the tools and techniques that turn information into inspiration.":1,"#<em ljsid-1=\"\">1. Recognize the opportunity. </em>Opportunities to motivate and mobilize people are everywhere. By communicating in a way that engages and inspires, it is possible for anyone to make a positive change in the world.":1,"#Creating compelling communication experiences comes down to a three-step process:":1,"#THE 10X COMMUNICATOR":1,"#By using the Communicator's Roadmap and the Decker grid, anyone can create an experience out of any communication opportunity, from panel discussions to keynote speeches to one-to-one performance reviews. The behaviors of trust and SHARPs are effective tools for increasing emotional connections with audiences both small and large. Any storytelling that includes vulnerability will bring speakers even closer to their audiences.":1,"#NAVIGATE YOUR EXPERIENCE":1,"#When it is time to present, the grid should be in front of the presenter as a guide, not a document to be read verbatim. The idea is for the grid to prompt a natural delivery that allows for real-time responsiveness.":1,"#The Decker grid applies the <em ljsid-1=\"\">rule of threes</em>: the notion that presenting anything in a group of three is the best way to make sure it is subconsciously recognized as a pattern and consequently internalized and remembered. For that reason, it is best to create messages that only have three key points. Additionally, when composing the final message it is important to \"hook\" audience members immediately with a powerful opening that gives them a reason to listen, and to end with a \"bang\" to ensure the message is memorable. The authors recommend integrating SHARPs throughout the presentation as a way to keep the audience engaged.":1,"#The final step is composing, or editing and refining the final message. The Decker grid adheres to the principle of telling audience members ahead of time what will be shared, sharing it, and then telling them again.":1,"#Once brainstorming is complete, the next step is <em ljsid-1=\"\">clustering</em>, or grouping the ideas by category. After the sticky notes have been clustered, the key idea in each group should be identified and labeled as a <em ljsid-3=\"\">key point</em>. Supporting points in the cluster should be laid out on the grid as <em ljsid-5=\"\">subpoints</em>.":1,"#The purpose of brainstorming is to come up with ideas that support and convince the audience of the value and legitimacy of what has been presented in the cornerstone. Things to think about while generating these ideas include key insights, trends, success stories, opportunities, challenges, and solutions.":1,"#Set a specific amount of time for brainstorming (stop when the time is up).":1,"#Resist the temptation to edit (just let ideas flow).":1,"#The creating part of the process comes through brainstorming ideas that support the cornerstones. There are two simple, yet important, rules to brainstorming:":1,"#Communications need structure so speakers know where they are going and audience members know where they are being taken. Unlike a set script, a <em ljsid-1=\"\">structure</em> is a framework that allows for more spontaneous delivery, which is required to make an emotional connection with the audience. The Decker grid provides that structure, with the cornerstones acting as the message's foundation. The next steps in applying the grid are creating, clustering, and composing.":1,"#A STRUCTURE, NOT A SCRIPT":1,"#<em ljsid-1=\"\">4. Benefits</em>: It is difficult to engage audience members if they cannot see what is in it for them. Illustrating benefits is what gets them to care. Speakers should strive to address benefits at the individual level as much as possible.":1,"#<em ljsid-1=\"\">3. Action steps</em>: Ideas are made concrete through clear <em ljsid-3=\"\">calls to action</em>--or what the presenter wants the audience to do with the information. Persuading audience members is not enough; they must also be moved to act.":1,"#<em ljsid-1=\"\">2. Point of view (POV)</em>: This is the key takeaway from the presentation, or what the presenter wants the audience to know and act upon. However, the POV is created from the audience's perspective, not the presenter's. The POV is the reason the audience would want to act upon the information.":1,"#<em ljsid-1=\"\">1. Listeners</em>: The message must be about the audience members, designed to meet their needs rather than push speakers' agendas. By taking the time to understand who they are, why they are there, what they know (or do not know) about the subject, and how they feel about it, as well as their orientation (i.e., do they prefer details or a big-picture view), presenters can ensure an audience-centered communication.":1,"#Cornerstones are what keep presentations focused on the audience. Each cornerstone has four elements:":1,"#<em ljsid-1=\"\">4. Compose</em>: Draw up the message in its final form.":1,"#<em ljsid-1=\"\">3. Cluster</em>: Organize the important ideas for relevance and flow.":1,"#<em ljsid-1=\"\">2. Create</em>: Brainstorm all the supporting ideas that will become the key points of the message.":1,"#<em ljsid-1=\"\">1. Cornerstones</em>: Establish the foundations of the message.":1,"#The information on the sticky notes should include just a few key words. Each note is intended to represent one idea. The grid is created through the following four steps:":1,"#The <em ljsid-1=\"\">Decker grid</em> is a proven system for easily and consistently developing messages that resonate with the audience. The grid is created on paper using sticky notes that capture ideas, placed on a background of some sort (a manila folder is a good option). A downloadable version is available at <a ljsid-3=\"\">www.decker.com</a>.":1,"#Leaders must share information in all sorts of venues, ranging from individual reviews to staff meetings to major events. All too often presentations are simply <em ljsid-1=\"\">data dumps</em>, which bore audiences and leave them disconnected. To move from informing people to inspiring them, content must become more audience centered.":1,"#MOVE FROM INFORMATION TO INFLUENCE":1,"#<em ljsid-1=\"\">3. Basic</em> (so they do not take away from the presentation itself).":1,"#<em ljsid-1=\"\">2. Bold</em> (to be quickly understood).":1,"#<em ljsid-1=\"\">1. Big</em> (to be seen).":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">P</strong>ictures and visuals</em>: Pictures and visuals, including video clips, props, and even physical entertainment, serve to magnify emotional connections with the material being shared. To be effective, pictures and videos must follow the <em ljsid-2=\"\">three Bs</em>. They must be:":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">R</strong>eferences and quotes</em>: References and quotes are one of the easiest ways to add emotional components to presentations. They can quickly bring topics to life in just a few words.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">A</strong>nalogies</em>: Analogies help people understand information they might not be familiar with or have knowledge about. Analogies \"turn a light on\" in people's minds.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">H</strong>umor</em>: People listen when others make them laugh. Well-placed, light-hearted, and self-deprecating humor engages audiences and heightens emotional connections. Humor can also diffuse uncomfortable situations, such as when there is a technical problem.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">S</strong>tories</em>: Stories stir feelings and help people create visual images in their minds. Stories lead to action. To weave stories into their communications, speakers must first know the points they want to make and how their presentations will end. Stories should make listeners care and be willing to invest in what speakers are saying. By creating a <em ljsid-2=\"\">curiosity gap</em>, speakers can set the stage so the audience anticipates the connection between the information shared and the story. Lastly, speakers should draw from their own experiences as much as possible and tell personal stories. Being authentic and willing to share builds trust.":1,"#Careful content development with the goal of appealing to emotions will amplify connections between speakers and their audiences, inspiring audience members to action. <em ljsid-1=\"\">SHARPs</em> are emotion-triggering elements that should be woven into every communication to engage people's emotions and inspire them. SHARPs include:":1,"#STRIKE A CHORD":1,"#<em ljsid-1=\"\">5. Pausing.</em> Pauses are very powerful, but speakers are usually uncomfortable making them. Instead, they inject fillers, such as \"uh,\" \"you know,\" or \"like.\" Fillers are distracting and undermine credibility. Pauses allow the speaker to take the time to gather the next thought, breathe, relax, create a sense of drama, and eliminate filler words.":1,"#<em ljsid-1=\"\">4. Voice and vocal variety. </em>Many presenters tend to adopt a very formal tone that is quite different from the more casual tone and vocal variety they display in their regular, day-to-day lives. The more expressive and authentic in vocal quality speakers can be, the more believable they will become. Pitch, pace, and volume are all contributing factors.":1,"#<em ljsid-1=\"\">3. Gestures and facial expression.</em> Nervous gestures, such as jiggling change in a pocket, might serve to calm the speaker, but they can be distracting to the audience. However, gestures that emphasize what is being said draw the audience in. In terms of facial expressions, it is important to smile because a serious expression can distance the speaker from the audience. Additionally, expressions should match what is being said. Some speakers have serious expressions even when sharing good news, which is confusing to the audience.":1,"#<em ljsid-1=\"\">2. Posture and movement. </em>To connect with an audience, it is better for speakers to stand and move around rather than sit in one place.":1,"#<em ljsid-1=\"\">1. Eye communication.</em> Speakers who do not make meaningful eye contact with their audiences will never make connections with them. This applies to interpersonal as well as group communications. Eye contact should last 7-10 seconds in one-to-one communications and 5 seconds in group situations.":1,"#The good news is that people can become more self-aware and their habits can be changed. There are five <em ljsid-1=\"\">behaviors of trust</em> that create connections, convey energy that keeps people tuned in, and boost the speakers' credibility--all while inspiring trust in others:":1,"#The fact that behaviors become unconscious habits.":1,"#An individual's lack of self-awareness.":1,"#Speaker behaviors fall into one of three categories: verbal, vocal, or visual. These behaviors must match up for an audience to develop trust. If words and behaviors do not match, behaviors will be believed more than the words. There are two factors that can contribute to a disconnect between words and behaviors:":1,"#People try to make connections with others through what they <em ljsid-1=\"\">say</em>; however, connections are better made through what they <em ljsid-3=\"\">do</em>. Behavior speaks louder than words, and no behavior creates a connection (and the trust that comes with it) better than warmth. Speakers should strive to convey warmth in every communication.":1,"#BEHAVIOR REIGNS":1,"#Being able to deliberately transition between the matrix components is a developable skill and is key to creating intentional communications that engage and inspire others. With work and attention, every communication can be more effective.":1,"#<em ljsid-1=\"\">Intentionality</em> is the foundation for a great communication experience, ensuring all communications make an emotional connection with the audience. The Communicator's Roadmap brings intentionality and emotion to the communication process, providing a method for creating a great experience every time. The ultimate goal is to intentionally shift all communications along an upward and to-the-right trajectory, making them more memorable, effective, and persuasive.":1,"#All communications sit somewhere on the Communicator's Roadmap, from the smallest interpersonal interaction to the most high-profile presentation.":1,"#Upper right: Inspire":1,"#Lower right: Direct":1,"#Upper left: Entertain":1,"#Lower left: Inform":1,"#The quadrants in the Communicator's Roadmap include:":1,"#The <em ljsid-1=\"\">Communicator's Roadmap</em> provides a way of mapping every communication experience along a four-quadrant matrix, with the goal of moving from self-centered to audience-centered communication and low emotional connection to high emotional connection communication.":1,"#Through content that is emotionally appealing, such as stories, analogies, and humor.":1,"#Through behaviors that convey warmth, caring, and interest in others.":1,"#Just as a great restaurant experience involves more than just a great meal, a great communication experience involves more than just a great message. Creating a great experience relies on using people's emotions to create connections. Without connections, messages are lost. Emotionally connective communications are created two ways:":1,"#CREATING A COMMUNICATION EXPERIENCE":1,"#The time for moving beyond top-down, authoritative communication is now. When people are inspired, they adopt presenters' visions and goals as their own. They no longer <em ljsid-1=\"\">have</em> to do what is asked of them--they <em ljsid-3=\"\">want</em> to do it.":1,"#These trends are driving changes in business communications, requiring them to be brief, compelling, and authentic. Thought-leader-driven TED (Technology, Entertainment, and Design) talks are a perfect example. These short, from-the-heart presentations are capturing individuals' attention and setting the standard for communication vehicles.":1,"#<em ljsid-1=\"\">3. Information overload has led to a quest to be inspired. </em>Baby boomers and millennials alike are looking for a call to be inspired. Businesses with social agendas, like TOMS Shoes (which donates a pair of shoes to a child in need for every pair sold), are setting the bar as the most desirable places to work.":1,"#<em ljsid-1=\"\">2. Those with a message have to compete for people's attention more than ever. </em>The proliferation of communication devices and the wealth of information at people's fingertips means competition for their attention is fierce. Those who want to share a message must be more compelling than whatever distraction is at hand.":1,"#<em ljsid-1=\"\">1. There is a significant trust gap between people and their leaders. </em>The economic crisis of 2008, along with repeated breaches of public trust from both the business and political arenas, have spawned a significant lack of trust in leadership. Top-down communication, be it from business leaders or political leaders, has taken a backseat to the Internet and social media. In other words, people trust each other more than they trust their leaders.":1,"#Times have changed, and communication styles have changed along with them. Three key societal trends have created a new set of expectations when it comes to communication:":1,"#ON DEAF EARS":1,"#All of these white lies are resolvable. By making the conscious decision to become more aware and authentic to change the status quo, all individuals can become better communicators.":1,"#<em ljsid-1=\"\">5. \"That's not the way we do things here.\" </em>It is not unusual for poor communication styles to be pervasive throughout an organization. A leader's communication style is often mimicked by others in the mistaken belief it is the path to success. Just because something has always been done a certain way does not mean it is the best way.":1,"#<em ljsid-1=\"\">4. \"People tell me I'm pretty good at speaking.\" </em>It can be challenging for leaders to get an accurate assessment of their presentation abilities. Oftentimes those around them are afraid to tell them the truth. Without the opportunity to see themselves present, they could have a serious misconception about their abilities. Videotaping is an excellent way to accurately and honestly appraise how effective (and engaging) an individual's communication style is.":1,"#<em ljsid-1=\"\">3. \"I don't need to prep--I can wing it.\"</em> Leaders often make the mistake of thinking that only high-stakes communication opportunities require preparation and the rest can be handled off the cuff. In fact, all communication should be considered \"high stakes\" and should be properly prepared for.":1,"#<em ljsid-1=\"\">2. \"When I'm on, I'm great.\" </em>There is a tendency to separate public speaking from other types of conversations, when really they should be handled the same way--with authenticity. Failure to connect with an audience is often due to a disconnect between a person's public self and true self.":1,"#<em ljsid-1=\"\">1. \"If I say the words, people will get it.\" </em>All too often speakers are more focused on content than delivery. While it is true good communication requires compelling content, it also requires a great experience that draws listeners in. When presenters rely on scripts, outlines, and similar props, it puts them at risk of losing their audience's attention. Instead, they should strive to be authentic and speak from the heart.":1,"#<em ljsid-1=\"\">1. \"If I say the words, people will get it.\" </em>All too often speakers are more focused...":1,"#A good deal of the communication that goes on in the business world is focused on informing rather than engaging, much to the detriment of both the audience and the speaker. Stilted, dry, over authoritative, or simply boring presentation styles typify much of what takes place in the corporate and public environment. However, failure to create a connection means the information shared is not absorbed or acted upon. This is often attributable to the following five \"white lies\" about communication:":1,"#BUSINESS COMMUNICATION SUCKS":1,"#Anyone can learn to be a dynamic, influential speaker. By observing others, following their examples, and using techniques for mapping communications, anyone can become a more influential speaker.":1,"#Times have changed, and that calls for a new way of communicating. A lack of trust in authority, the proliferation of personal communication devices, information overload, and the quest for inspiration require new forms of communication that will capture peoples' attention and engage them in the message.":1,"#There is no such thing as \"public\" speaking. All communication should be viewed the same, whether it is in front of an audience of a thousand or an audience of one. The critical common factor is authenticity.":1,"#Self-awareness is essential for effective communication. Oftentimes how people think they come across to others is very different from how they actually do. Gaining a realistic self-view is essential to creating a communication style that connects.":1,"#Authenticity makes all presenters better. Good communication is about building trust, and trust grows through authenticity. Disconnects between a \"public\" and \"private\" persona undermine authenticity. Instead, presenters must strive to be authentic and connect with their audiences.":1,"#Good communication is about creating an experience, not just delivering a message. If an audience is not engaged and connected with the speaker, it will not internalize what that speaker is saying.":1,"#Delivery is just as important as content. Information, no matter how valuable, is not likely to be absorbed if it is delivered poorly. Individuals should spend as much time working on how they deliver their messages as they spend on what that their messages say.":1,"#It is better to lead by influence than by authority. Leaders can tell people what to do, and things will get done, but it often costs them the true investment of their followers. Leaders who engage and inspire their people tend to achieve better results.":1,"#Leaders with authority get things done, but the ability to engage and inspire others is the hallmark of true leadership. In <strong ljsid-1=\"\">Communicate to Influence</strong>, Ben and Kelly Decker explain how every communication opportunity is a chance for leaders to engage, inspire, and influence others. By sharing their Communicator's Roadmap, Decker grid, and other techniques for improving interpersonal communications, the Deckers show how being intentional about communication--or \"communicating to influence\"--can be transformational, improving both business and personal relationships and even changing the world.":1,"#ISBN: 9780071839839":1,"#Adapted by permission of McGraw-Hill Education":1,"#©2015 by Ben Decker and Kelly Decker":1,"#by Ben Decker, Kelly Decker":1,"#How to Inspire Your Audience to Action":1,"#Clicking this link will redirect to relevant products for the Authors Kelly Decker.":1,"#Kelly Decker":1,"#Clicking this link will redirect to relevant products for the Authors Ben Decker.":1,"#Communicate to Influence":1,"#Type your email":1,"#Please enter a valid email address.":1,"#Type your last name":1,"#Type your first name":1,"#Laptop Icon":1,"#Myself":1,"#I’m interested in Accel for":1,"#Email <span ljsid-1=\"\">*</span>":1,"#Whether you’re an individual learner or exploring solutions for your team, we’ll keep you informed":1,"#Want to Learn More About Accel?":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Effective leadership requires discipline, focus, and strategic thinking. Balancing these demands with the daily work of managing teams and organizations, however, can be challenging. The updated and expanded edition of HBR’s 10 Must Reads on High Performance offers curated articles and “quick reads” filled with insights and actionable tips that can help you become a more impactful leader.":1,"#HBR's 10 Must Reads on High Performance":1,"#Everyone is on a journey to a place where they can truly thrive. In Courage, Clarity, and Confidence, career and leadership coach Gala Jackson provides a guide you can use to redefine success and grow dynamically. While living with courage, clarity, and confidence can be challenging, Jackson’s roadmap can help you begin to value your vision and voice. By learning to live out your authentic definition of success, you can become the strongest and boldest version of yourself.":1,"#Gala Jackson":1,"#Courage, Clarity, and Confidence":1,"#In Team, David Allen and Edward Lamont adapt Allen’s best-selling book, Getting Things Done, from individual performance to teamwork and performing work alongside others. While the authors set out to create a standalone piece, readers may wish to read Getting Things Done first, as topics described in that book are referenced often. Still, most readers will infer what the various concepts mean and find applicable and actionable steps they can take, both as leaders and team members, to level up their team’s performance and truly get things done.":1,"#David Allen, Edward Lamont":1,"#Access quick, high-impact content in the format that works best for you - read, listen, or watch!":1,"#entryId: '1_s883iepn'":1,"#Professional growth just got easier. Explore Accel’s redesigned platform and smart new features-built to support your learning journey.":1,"#My Team":1,"#Jim VandeHei":1,"#Preferencias de galletas":1,"#We’ve updated our Privacy Notice. <a ljsid-1=\"\">Review the updated Privacy Notice.</a>":1,"#Insights from trusted experts— curated to help you learn faster and apply what matters most.":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#Get Known, Get Connected, Get Ahead":1,"#Connections are good for our health, happiness, and success. Michelle Tillis Lederman reveals how you can incorporate the connector’s advantage to achieve better results.":1,"#<var num-hours=\"\"></var> hours ago":1,"#View More":1,"#Leadership Book Summaries":1,"#Happiness at work requires company leadership to support employees with a culture built on emotional intelligence, flexibility, and purpose-driven work. In the second edition of Unlocking Happiness at Work, Jennifer Moss connects inherent psychological needs to emotional needs in the workplace. By focusing on how companies can support employee well-being, Moss demonstrates how anyone at any level can learn how to create a happier work experience.":1,"#Unlocking Happiness at Work, Second Edition":1,"#Every leader grapples with competing priorities. Without a holistic, systems strategy, the conflicts can keep you from succeeding with any of your goals. In The Systems Leader, Robert E. Siegel explains how you can take on cross-pressures with a “both/and” mentality and thrive in matters of priorities, people, spheres of influence, geography, and purpose.":1,"#People can be frustratingly complex, but your approach to dealing with them doesn’t have to be. In the second edition of How to Succeed with People, Paul McGee presents a simple, empathic, and firm approach to relationship building, team management, and leadership. While some communication strategies present complicated frameworks, the most effective communication is built on mutual understanding. By embracing regular self-reflection, understanding how to inspire change in others, and being intentional in your connections, you can strengthen your confidence, voice, and interpersonal relationships.":1,"#How to Succeed with People, Second Edition":1,"#The Systems Leader":1,"#Terri Eagle":1,"#The Strategic Side Gig":1,"#When you’re suddenly faced with a challenge or an obstacle, it’s your choice whether to feel derailed or energized. In The Champagne CEO, seasoned business executive Terri Eagle explains how to achieve success and turn setbacks into successful forward paths through positivity, courage, confidence, and collaboration. Based on her more than 25-year history of professional reinvention, she emphasizes five key capabilities that can help you succeed in both your professional and personal lives.":1,"#The Champagne CEO":1,"#Invalid email format. Please use the format: name@example.com":1,"#Your leadership influence extends across many aspects of your professional and personal life. How you exercise leadership every day in your various leadership roles is up to you. In HBR Daily Leadership, Harvard Business Review leadership experts contribute 365 insights, condensed and categorized for this summary, that can help you be an exceptional leader in any circumstance.":1,"#UPM2 Home":1,"#Pinterest":1,"#Reject Non-Essential":1,"#Invalid Access Code":1,"#Alert Invalid Access Code":1,"#EBSCO Learning Home":1,"#by David Novak, Lari Bishop":1,"#Source: Ideapress Publishing":1,"#Learning is the best way to expand your potential and the potential of the people around you. Ac-tive learners develop the discipline of seeking out new ideas and pairing them with action. In How Leaders Learn, David Novak shares insights and practical learning habits from some of the world’s most successful leaders.":1,"#Recently Viewed (0)":1,"#Showing 1-48 of <var total_pages=\"\"></var> items":1,"#I agree to the <a ljsid-2=\"\">Terms & Conditions </a> and <a ljsid-6=\"\">Privacy Policy</a>":1,"#This website utilizes technologies such as cookies to enable essential site functionality, as well as for analytics, personalization, and targeted advertising. You may change your settings at any time or accept the default settings. You may close this banner to continue with only essential cookies.":1,"#I’m in! 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