[{"_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","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":199730},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":199730},{"_id":"outdated","outdated":{"#Storytelling is the answer. So here’s something...":1,"#<strong ljsid-0=\"\">Ksenia Keplinger</strong> leads the independent research group Organizational Leadership and Diversity at the Max Planck Institute for Intelligent Systems in Stuttgart, Germany. She studies the intersection of leadership, diversity, and artificial intelligence, focusing on ways to mitigate bias in human-machine interaction and the nature of leadership in the AI age.":1,"#<strong ljsid-0=\"\">Julia Taylor Kennedy</strong> is executive vice president at Coqual, where she co-leads the organization’s research and leadership development practices to support diverse, inclusive, and equitable leadership in the workplace. She’s led research for many Coqual studies, including <em ljsid-2=\"\">Being Black in Corporate America, The Power of Belonging</em>, and <em ljsid-4=\"\">The Sponsor Dividend</em>.":1,"#<strong ljsid-0=\"\">Alexandra Kalev</strong> is an associate professor of sociology and anthropology at Tel Aviv University.":1,"#<strong ljsid-0=\"\">W. Brad Johnson</strong> is a professor of psychology in the Department of Leadership, Ethics, and Law at the United States Naval Academy and a faculty associate in the Graduate School of Education at Johns Hopkins University. He’s the coauthor of <em ljsid-2=\"\">Good Guys: How Men Can Be Better Allies for Women in the Workplace, Athena Rising: How and Why Men Should Mentor Women, The Elements of Mentoring</em>, and other books on mentorship.":1,"#<strong ljsid-0=\"\">Stefanie K. Johnson</strong> is an associate professor of management and entrepreneurship at the University of Colorado’s Leeds School of Business and the author of <em ljsid-2=\"\">Inclusify</em>. Johnson studies the intersection of leadership and diversity, focusing on how unconscious bias affects the evaluation of leaders and strategies that leaders can use to mitigate bias. She’s a member of Marshall Goldsmith 100 Coaches and the 2020 Thinkers50 Radar List.":1,"#<strong ljsid-0=\"\">Pooja Jain-Link</strong> is executive vice president at Coqual, where she co-leads the organization’s research and advisory services practices that examine workplace culture and the systemic change needed to create equity. She’s led research for many Coqual studies, including <em ljsid-2=\"\">Being Black in Corporate America, The Sponsor Dividend</em>, and <em ljsid-4=\"\">Wonder Women in STEM and Companies That Champion Them</em>.":1,"#<strong ljsid-0=\"\">Insiya Hussain</strong> is an assistant professor of management at the University of Texas at Austin McCombs School of Business. Her research is focused on understanding how employees can overcome the challenges they face when trying to speak up with their ideas, advocate for social issues, and negotiate for personal rewards.":1,"#<strong ljsid-0=\"\">Francesca Gino</strong> is a behavioral scientist and the Tandon Family Professor of Business Administration at Harvard Business School. She’s the author of the books <em ljsid-2=\"\">Rebel Talent: Why It Pays to Break the Rules at Work and in Life</em> and <em ljsid-4=\"\">Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan</em>.":1,"#<strong ljsid-0=\"\">Frank Dobbin</strong> is the Henry Ford II Professor and Chair of the Department of Sociology at Harvard University.":1,"#<strong ljsid-0=\"\">James R. Detert</strong> is the author of <em ljsid-2=\"\">Choosing Courage</em> and the John L. Colley Professor of Business Administration at the University of Virginia’s Darden School of Business.":1,"#<strong ljsid-0=\"\">Marianne Cooper</strong> is a senior research scholar at the VMware Women’s Leadership Innovation Lab at Stanford University.":1,"#<strong ljsid-0=\"\">Lan Nguyen Chaplin</strong> is an associate professor of marketing at the University of Illinois at Chicago. She’s also the founder of QuanTâm, a nonprofit that gives young professionals opportunities to expand their networks and sharpen their professional skills while serving their communities.":1,"#<strong ljsid-0=\"\">Raina Brands</strong> is an associate professor at University College London School of Management and a cofounder of Career Equally. She’s an expert in social networks and how these informal workplace relationships can present hidden barriers to performance, attainment, and collaboration. A core focus of her research is to understand how social networks shape women’s careers and intervene in these processes to create more meritocratic organizations.":1,"#<strong ljsid-0=\"\">Trudy Bourgeois</strong> is the founder of the Center for Workforce Excellence and is a renowned and respected authority on leadership development, diversity, equity, and inclusion. She’s the author of <em ljsid-2=\"\">Her Corner Office, The Hybrid Leader</em>, and <em ljsid-4=\"\">Equality: Courageous Conversations About Women, Men, and Race in the Workplace to Create a Diversity and Inclusion Breakthrough</em> and coauthor of <em ljsid-6=\"\">Business Success Secrets</em>.":1,"#<strong ljsid-0=\"\">Alison Hall Birch</strong> is an assistant professor at the College of Business at the University of Texas, Arlington, where she studies stigma-based bias, diversity management, and leadership.":1,"#<strong ljsid-0=\"\">Sarah Pierson Beaulieu</strong> is the author of <em ljsid-2=\"\">Breaking the Silence Habit: A Practical Guide to Uncomfortable Conversations in the #MeToo Workplace</em>.":1,"#<strong ljsid-0=\"\">Liza Barnes</strong> is a doctoral candidate in organizational behavior at Leeds School of Business, University of Colorado Boulder. Her research interests sit at the intersection of identity management, organizational compassion, and positive relationships at work.":1,"#<strong ljsid-0=\"\">Nicole Torres</strong>, <em ljsid-2=\"\">Women at Work</em> cohost (seasons 1–4), is an editor at <em ljsid-4=\"\">Bloomberg Opinion</em> (based in London) and a former senior editor at <em ljsid-6=\"\">Harvard Business Review</em>.":1,"#<strong ljsid-0=\"\">Amanda Kersey</strong>, <em ljsid-2=\"\">Women at Work</em> producer, is a senior audio producer at <em ljsid-4=\"\">Harvard Business Review</em>.":1,"#<strong ljsid-0=\"\">Amy Gallo</strong>, <em ljsid-2=\"\">Women at Work</em> cohost, is a contributing editor at <em ljsid-4=\"\">Harvard Business Review</em> and the author of the <em ljsid-6=\"\">HBR Guide to Dealing with Conflict</em> and <em ljsid-8=\"\">Getting Along: How to Work with Anyone (Even Difficult People)</em>. She writes and speaks about workplace dynamics.":1,"#<strong ljsid-0=\"\">Sarah Green Carmichael</strong>, <em ljsid-2=\"\">Women at Work</em> cohost (seasons 1–2), is an editor and columnist at <em ljsid-4=\"\">Bloomberg Opinion</em> and a former executive editor at <em ljsid-6=\"\">Harvard Business Review</em>.":1,"#<strong ljsid-0=\"\">Amy Bernstein</strong>, cohost of the HBR podcast <em ljsid-2=\"\">Women at Work</em>, is the editor of <em ljsid-4=\"\">Harvard Business Review </em>and vice president and executive editorial director of Harvard Business Publishing.":1,"#Even well-intended white men who support diversity and inclusion in the workplace can feel uncomfortable taking on tough race and gender topics. Still, others depend on them to lend their voices and act in ways to bring about more equality. Organizations, women, and diverse groups need to offer these men a psychologically safe space to learn, grow, and explore conversations they’ve never been a part of.":1,"#ISBN: 978-1-64782-222-4":1,"#More people must speak out for diversity, inclusion, and equality in the workplace. Voices of underrepresented communities need to be heard, but they must be amplified and supported by leaders like you who can take on three important tasks: Commit organizations to increased diversity, call out poor attitudes and actions around race, and confront those who mock these efforts.":1,"#It doesn’t help that many women have different communication styles than men. For example, women often downplay their authority and speak more collaboratively to avoid the “bossy” label that so many dread. Many also phrase their needs as questions rather...":1,"#speak-up-speak-out":1,"#<strong ljsid-0=\"\">Lily Zheng</strong> is a diversity, equity, and inclusion strategist and executive coach who works with organizations to create high-impact and sustainable change. They are the coauthor of <em ljsid-2=\"\">Gender Ambiguity in the Workplace: Transgender and Gender-Diverse Discrimination</em> and <em ljsid-4=\"\">The Ethical Sellout: Maintaining Your Integrity in the Age of Compromise</em>.":1,"#<strong ljsid-0=\"\">Ella F. Washington</strong> is a professor of practice at Georgetown University’s McDonough School of Business and the founder of Ellavate Solutions, which provides diversity and inclusion strategy and training for organizations. She cohosts the weekly podcast <em ljsid-2=\"\">Cultural Competence</em>.":1,"#<strong ljsid-0=\"\">Ruchika Tulshyan</strong> is the founder of Candour, an inclusion strategy firm. She writes regularly for the <em ljsid-2=\"\">New York Times</em> and <em ljsid-4=\"\">Harvard Business Review</em> on workplace inclusion. Her latest book is <em ljsid-6=\"\">Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work</em>.":1,"#<strong ljsid-0=\"\">Deborah Tannen</strong> is a university professor and professor of linguistics at Georgetown University and the author of many books, including <em ljsid-2=\"\">Talking from 9 to 5: Women and Men at Work</em>, the best-seller <em ljsid-4=\"\">You Just Don’t Understand: Women and Men in Conversation</em>, and most recently, <em ljsid-6=\"\">Finding My Father: His Century-Long Journey from World War I Warsaw and My Quest to Follow</em>.":1,"#<strong ljsid-0=\"\">Subra Tangirala</strong> is Dean’s Professor of Management and Organization at Robert H. Smith School of Business, University of Maryland. His research explores why employees might fail to speak up when they have concerns, opinions, or ideas to share and the consequences to organizations when employees remain silent.":1,"#<strong ljsid-0=\"\">Amy Jen Su</strong> is a cofounder and managing partner of Paravis Partners, a premier executive coaching and leadership development firm. For the past two decades, she has coached CEOs, executives, and rising stars in organizations. She’s the author of <em ljsid-2=\"\">The Leader You Want to Be: Five Essential Principles for Bringing Out Your Best Self—Every Day</em> and a coauthor, with Muriel Maignan Wilkins, of <em ljsid-4=\"\">Own the Room: Discover Your Signature Voice to Master Your Leadership Presence</em>.":1,"#<strong ljsid-0=\"\">David G. Smith</strong> is an associate professor at the Johns Hopkins Carey Business School. He’s the coauthor, with W. Brad Johnson, of <em ljsid-2=\"\">Good Guys: How Men Can Be Better Allies for Women in the Workplace</em> and <em ljsid-4=\"\">Athena Rising: How and Why Men Should Mentor Women</em>.":1,"#<strong ljsid-0=\"\">Laura Morgan Roberts</strong> is a professor of practice at the University of Virginia’s Darden School of Business and the coeditor of <em ljsid-2=\"\">Race, Work, and Leadership: New Perspectives on the Black Experience</em>.":1,"#<strong ljsid-0=\"\">Kathleen Kelley Reardon</strong> is professor emerita at the University of Southern California Marshall School of Business and an expert in workplace politics, persuasion, and negotiation. She’s the author of Amazon best-sellers <em ljsid-2=\"\">The Secret Handshake, It’s All Politics</em>, and <em ljsid-4=\"\">Comebacks at Work</em>.":1,"#<strong ljsid-0=\"\">Aneeta Rattan</strong> is an associate professor of organizational behavior at London Business School and a cofounder of Career Equally. Her research focuses on using mindsets and diversity messages to foster an equal sense of belonging among underrepresented groups and confront stereotyping, prejudice, and inequity in the workplace.":1,"#<strong ljsid-0=\"\">Jessica F. Kirk</strong> is an assistant professor of management at the Fogelman College of Business and Economics at the University of Memphis. She studies how stereotyping leads to mistreatment and biased perceptions of women and members of diverse communities and has partnered with government institutions, technology accelerators, and Fortune 500 corporations to explore these dynamics in various contexts.":1,"#JANELL M. KURTZ, PERIAN STAVRUM":1,"#408 Results found for <span ljsid-1=\"\">\"have a voice\"</span>":1,"#Size up the situation. Know what's happening as well as what's not happening. Senior managers who...":1,"#377 Results found for <span ljsid-1=\"\">\"critical thinking\"</span>":1,"#Richard Buchanan, Nick Liddell":1,"#161 Results found for <span ljsid-1=\"\">\"critical thinking\"</span>":1,"#ISBN: 978-0-9747193-7-5":1,"#Adapted by permission of TalentSmartEQ®":1,"#emotional-intelligence-habits":1,"#Individuals with low EQ are easily stressed, make and defend assumptions, feel misunderstood, and don’t know their emotional triggers. They...":1,"#Clicking this link will redirect to relevant products for the Authors Marty Cagan.":1,"#Clicking this link will redirect to relevant products for the Authors Chris Jones.":1,"#Chris Jones":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Chris Jones</strong></a><strong ljsid-1=\"\"> </strong>has spent over 25 years building and leading product teams that defined new product categories at Fortune 500 software companies including Lookout, Symantec, and Vontu. After joining Silicon Valley Product Group, Jones has worked directly with over 100 companies ranging from start-ups to very large enterprises across a variety of technologies, business models, and industries.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Marty Cagan</a> </strong>founded the Silicon Valley Product Group to pursue his interests in helping others create successful products through his writing, speaking, advising, and coaching. Before this role, he served as an executive responsible for defining and building products for some of the most successful companies in the world, including Hewlett-Packard, Netscape Communications, and eBay.":1,"#As a product leader, the key areas to focus on as you transform your organization are coaching, staffing, product vision, team topology, product strategy, team objectives, the relationship between the product teams and the business leaders, and product team empowerment.":1,"#Before you can transform a product organization to a model based on empowered teams, senior leaders must first buy in to the idea that technology is a key business enabler. Once this is done, you need to identify strong product leaders and give them the ability to recruit staff for empowered product teams. It’s important to remember that empowered engineers are one of the best sources of innovation for a company. A compelling product vision, strategy, and team objectives can go a long way toward engaging the engineering team.":1,"#Inspired, Empowered, and Transformed":1,"#<em ljsid-0=\"\">Evangelism</em> is an important part of being a product leader. This means persuading people in your organization to care about product plans and help make them a reality. Prototypes are a good evangelism technique, as are great demos and an enthusiastic attitude. You can never evangelize too much.":1,"#As empowered product teams strive to solve hard problems, they often uncover insights that should be shared with colleagues across the organization. Failure as a part of discovery is a fast and inexpensive form of learning. In contrast, failing in the market can be very costly. While you can’t avoid market failures, you can reduce their frequency. To this end, it’s helpful for product teams to share their learnings with business partners—both ideas that worked and those that didn’t.":1,"#At a minimum, executives must feel confident that product leaders truly understand the business and will develop products that work for various parts of the business. In addition, product leaders are judged on business results, product strategy, and product teams.":1,"#It’s critically important to move product organizations from a subservient model within a company to a collaborative model. This shift begins by building trust between the product organization and other leaders in the business. Accomplishing this shift is easier when product leaders have a direct relationship with the CEO and other senior executives.":1,"#Business Collaboration":1,"#<em ljsid-0=\"\">Shared team objectives</em> are used when multiple teams share the same team objective. In contrast, <em ljsid-2=\"\">common objectives</em> are when multiple teams are asked to pursue the same problem—each in their own way.":1,"#Team objectives consist of an objective and measures of progress, called <em ljsid-1=\"\">key results</em>. Key results define success in terms of business results. Each objective should have two to four key results. Assigning objectives to product teams is both a top-down and bottom-up process that requires iteration.":1,"#It’s critical to assign work in ways that empower product teams. Team objectives do this by giving teams a problem to solve rather than assigning them a feature to build. Team objectives allow product teams to develop solutions to important problems.":1,"#Team Objectives":1,"#Empowered teams deliver on product strategy by determining the best way to solve specific problems and then executing on them. Leaders play a significant role in identifying and resolving obstacles. Without this, product teams will make little progress.":1,"#Identifying and leveraging insights form the foundation of a product strategy. This demands real effort and thought. Analyzing the company objectives, scorecard, and product vision is a strong starting point for product leaders.":1,"#Product strategy determines which problems a product team will solve. It articulates how a company will make its product vision a reality while satisfying the needs of the business. Unfortunately, most product organizations are focused on features and don’t have a true product strategy.":1,"#Product Strategy":1,"#Two common types of teams are <em ljsid-1=\"\">platform</em> and <em ljsid-3=\"\">experience</em> <em ljsid-5=\"\">teams</em>. Platform teams manage services that other teams utilize, and end customers often have no visibility into the work done by platform teams. Experience teams focus on the product value exposed to users. Both types of teams require some routine work to keep the business running. These tasks, however, should not overshadow the work supporting the product vision.":1,"#A team topology outlines how companies should organize their employees to produce strong work. When making team topology choices, it’s important to focus on empowerment, ownership, and autonomy. Decisions must be made collaboratively with leaders from product, design, and engineering. In addition, leaders must recognize that the team topology of an organization may evolve.":1,"#Team Topology":1,"#A good product vision focuses on the next 3 to 10 years and serves as a North Star guiding the product organization. Product principles are complementary to the product vision. They state the values and beliefs that should inform product decisions.":1,"#The product vision articulates how companies deliver on their missions. When product visions are compelling and inspiring, product teams feel excited about making those visions a reality. An effective product vision conveys how an offering improves users’ lives meaningfully. A product vision can be communicated through prototypes or storyboarding.":1,"#Product Vision and Principles":1,"#It can be helpful to hold new employee bootcamps where participants can apply their learning as if they were on the job. The goal is to create a culture of learning and growth. Once employees are on the job, one-on-one meetings should be the manager’s primary feedback tool.":1,"#While remote product teams often do well with product delivery, colocated teams tend to be more effective at the discovery work critical for innovation. Product leaders frequently find that coaching is more important for distributed teams than colocated ones.":1,"#Hiring managers are responsible for assembling an effective interview team and providing positive interview experiences for candidates. Interview teams must be carefully curated and include people with whom a strong candidate would enjoy working. Once you find a strong candidate, you must make an offer quickly. It’s crucial for hiring managers to handle reference checks personally. This is one way to avoid hiring people with toxic personality traits.":1,"#Product teams are the organizations that generate results for product companies. Therefore, when creating a strong and empowered product team, it’s important to focus on competence and character. Recruiting is the best way to intentionally craft a product team that’s more than simply a collection of people.":1,"#Empowered product teams are based on trust and integrity. People are dependable, accountable, and focused on the company’s best interests. Good decisions rely on integrity and strong ethics.":1,"#Good product managers are problem solvers. Problem-solving work often requires collaboration since technology-powered products face three constraints: product, design, and engineering. Collaboration isn’t about reaching consensus; it’s about identifying valuable, feasible, and viable solutions. Prototypes and story maps can help with this process.":1,"#Product discovery work requires stretches of uninterrupted time. As a result, time management is often a common coaching topic for new product managers. One way to free time for product managers is to pair them with delivery managers who handle project management.":1,"#Strong product people think like owners, rather than like employees. This mindset means taking responsibility for outcomes and not just for activities. When product teams are empowered, they’re given ownership of problems to solve.":1,"#Product strategy":1,"#Team topology":1,"#Product vision and principles":1,"#Company objectives":1,"#Company scorecard":1,"#Company mission":1,"#<em ljsid-0=\"\">Strategic context</em> is also essential to ensure that product teams understand the business context in which they operate. Strategic context can be broken down into six areas:":1,"#The <em ljsid-1=\"\">written narrative</em> is one of the best coaching tools for helping product people become exceptional. This document, around six pages long, outlines the problem to be solved, why the problem is valuable for customers and the business, and the strategy that will be used to address the problem. The written narrative should conclude with an FAQ section.":1,"#One-on-one meetings are the foundation of coaching. These meetings occur once a week and last at least 30 minutes. As new hires go through onboarding, they’ll need more intense coaching for two to three months. One-on-ones can occur from as frequently as once a day to two to three times a week. During one-on-ones, be sure to provide feedback that’s both honest and constructive.":1,"#A good place to start is by assessing each team member’s abilities related to people, process, and product. Product knowledge is the most important of the three. For each area, you should determine an employee’s current level of expertise, where they need to be, and the gap between those two points. The employee’s three largest gaps should form the basis for the coaching plan. Once the coaching plan has been established, you must meet with team members weekly to discuss their progress.":1,"#Coaching is the key to transforming ordinary people into extraordinary product teams. Managers must dedicate most of their time to coaching their team members. To coach effectively, cultivate trust with employees and identify opportunities for them to stretch beyond their comfort zones.":1,"#Another characteristic of top tech companies is strong product leadership. Product leaders create product teams, develop the product strategy, and generate results. They inspire and motivate the organization. Most importantly, product teams are <em ljsid-1=\"\">empowered</em>. They’re given problems to solve rather than features to build. They can choose how to solve these problems, and they’re held accountable for the results.":1,"#Another characteristic of top tech companies is strong product leadership. Product leaders create product teams, develop the product strategy, and generate results. They inspire and motivate the organization. Most importantly, product teams are <em ljsid-1=\"\">empowered</em>. They’re given problems to solve rather than features to build. They can choose how to...":1,"#In many organizations, technology teams serve the business. In strong product companies, however, technology <em ljsid-1=\"\">is</em> the business because it powers the products and services that customers buy. In these organizations, product teams create the products that customers love and that work for the company at the same time.":1,"#Lessons from Top Tech Companies":1,"#<em ljsid-0=\"\">Team objectives help product teams solve problems effectively and efficiently</em>. Team objectives consist of an objective and measures of progress, often called <em ljsid-2=\"\">key results</em>. Key results define success in terms of business results.":1,"#<em ljsid-0=\"\">Product strategy identifies which problems a product team will solve</em>. It articulates how a company will make its product vision a reality while satisfying the needs of the business. Unfortunately, most product organizations focus on features and don’t have a true product strategy.":1,"#<em ljsid-0=\"\">It’s important to have a strong product vision and principles</em>. The product vision articulates how companies deliver on their missions. Inspiring product visions focus on the next 3 to 10 years. They serve as a North Star and excite product teams.":1,"#<em ljsid-0=\"\">Coaching transforms ordinary people into extraordinary product teams</em>. Good product leaders cultivate trust with their employees and create coaching plans that help people stretch beyond their comfort zones. One-on-one meetings are a foundational tool for coaching.":1,"#<em ljsid-0=\"\">Strong product companies have empowered product teams</em>. Product teams are given problems to solve, not lists of features to build. They choose how to solve the problems and are held accountable for results. Strong product people think like owners rather than like employees. They take responsibility for outcomes.":1,"#When people think of companies like Amazon, Google, Apple, and Netflix, a typical first reaction is recognizing how successful these organizations are at technology-powered product development. One of the most important keys to their success is empowered product teams. In <strong ljsid-1=\"\">Empowered</strong>, Marty Cagan and Chris Jones discuss how to create a strong product organization. They share actionable advice you can use to create a work environment where greatness can emerge.":1,"#ISBN: 978-1-11969-1-297":1,"#by Chris Jones, Marty Cagan":1,"#Ordinary People, Extraordinary Products":1,"#Gender Expression<span ljsid-1=\"\">, </span>":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Behnam Tabrizi</a></strong> is a world-renowned expert in organizational and leadership transformation, a best-selling author, and an award-winning teacher. He’s served as a faculty member of Stanford University and its executive program for the past 25 years, during which time he’s written 10 books on leading innovation and chance. His latest book, <em ljsid-2=\"\">The Inside-Out Effect: A Practical Guide to Transformational Leadership</em>, is an international bestseller and was featured by the <em ljsid-4=\"\">Washington Post</em> as its best book on leadership.":1,"#<em ljsid-0=\"\">Have a strong leader.</em> A disciplined leader can properly allocate resources to teams and keep the chaos under control.":1,"#<em ljsid-0=\"\">Create frequent milestones.</em> Assigning timelines to projects encourages the sense of urgency needed for innovation.":1,"#ISBN: 978-1-64687-137-7":1,"#<em ljsid-0=\"\">Plan and monitor.</em> Determining what’s necessary for the process is essential for reducing unnecessary tasks.":1,"#<em ljsid-0=\"\">Look broadly.</em> Push past established boundaries and think outside the box.":1,"#<em ljsid-0=\"\">Stay paranoid.</em> Don’t get complacent with success. Companies fail when they become too comfortable and use outdated processes.":1,"#<em ljsid-0=\"\">Stay alert.</em> Save energy for when it matters and always be on the lookout for new opportunities.":1,"#by Behnam Tabrizi":1,"#Tabrizi’s team of experienced researchers conducted a study of 52 companies between 2006 and 2022 to find the key elements essential to perpetual innovation. By understanding and applying these key elements, companies can approach change through a systematic approach, get rid of old habits, and develop the agility necessary...":1,"#Clicking this link will redirect to relevant products for the Author Behnam Tabrizi.":1,"#I want to tell you about the process that we run in...":1,"#ISBN: 978-1-64782-287-3":1,"#by Frances Frei, Anne Morriss":1,"#Clicking this link will redirect to relevant products for the Authors Anne Morriss.":1,"#Clicking this link will redirect to relevant products for the Authors Frances Frei.":1,"#Once you’ve dealt with any stall tactics, follow these eight steps to...":1,"#What I talk about doing is 8, 9, 10 times better than spectating. Let's start with just at home, me and my kids. You know, one of the things I've noticed about myself, my kids, other friends, is we're all turning into spectators. Spectating is so much easier now, right? There's YouTube videos, there's a million channels, you can customize those channels, you can dial up whatever you want when you want it. And not only that, the quality of all these things has gone up incredibly. You can watch people who are at the peak of their art. And...":1,"#by Murli Thirumale":1,"#Clicking this link will redirect to relevant products for the Speaker Murli Thirumale.":1,"#<strong ljsid-0=\"\">Karen Locke</strong> is the Pat and Margaret Walsh Professor of Leadership and Ethics at William & Mary’s Raymond A. Mason School of Business.":1,"#<strong ljsid-0=\"\">Robin J. Ely</strong> is the Diane Doege Wilson Professor of Business Administration at Harvard Business School and the faculty chair of the HBS Race, Gender & Equity Initiative.":1,"#<em ljsid-0=\"\">Overwork isn’t a prerequisite for success</em>. Companies must establish cultural norms that the ideal employee works hard in the office, goes home at a reasonable time, and has a life outside the office. It’s important to set guidelines for off-hours communication and email response times.":1,"#<strong ljsid-0=\"\">Lareina Yee</strong> is a senior partner in McKinsey’s Bay Area office. She’s the chair of the McKinsey Global Technology Council and leads the Tech Innovators Practice.":1,"#<strong ljsid-0=\"\">Ashley Whillans</strong> is an assistant professor at Harvard Business School and the author of <em ljsid-2=\"\">Time Smart: How to Reclaim Your Time and Live a Happier Life</em>.":1,"#<strong ljsid-0=\"\">Lise Vesterlund</strong> is the Andrew W. Mellon Professor of Economics at the University of Pittsburgh. She’s also a research associate with the National Bureau of Economic Research.":1,"#<strong ljsid-0=\"\">Nicole Torres</strong>, former <em ljsid-2=\"\">Women at Work</em> cohost, is a managing editor at Bloomberg. She’s a former senior editor at <em ljsid-4=\"\">Harvard Business Review</em>.":1,"#<strong ljsid-0=\"\">Tijana Trkulja</strong> is an engagement manager in McKinsey’s New York office. She serves financial institutions on topics of risk and resilience.":1,"#<strong ljsid-0=\"\">Lisen Stromberg</strong> is an award-winning author, global keynote speaker, and instructor at Stanford University on modern leadership. She’s the cofounder of PrismWork, a leadership and culture transformation consultancy. Her latest best-selling book, <em ljsid-2=\"\">Intentional Power: The 6 Essential Leadership Skills for Triple Bottom Line Impact</em>, provides leaders at every level with the insights needed to move from success to significance in today’s complex work environment.":1,"#<em ljsid-0=\"\">The “work/family” narrative values overwork and derails women’s careers</em>. Many organizations believe that senior-level jobs require long hours and women’s family duties prevent them from working those hours. Shifting to part-time work or internally facing roles hinders women’s professional advancement.":1,"#<strong ljsid-0=\"\">Elizabeth Grace Saunders</strong> is a time management coach and the founder of Real Life E Time Coaching and Speaking. She’s the author of <em ljsid-2=\"\">How to Invest Your Time Like Money</em> and <em ljsid-4=\"\">Divine Time Management</em>.":1,"#<strong ljsid-0=\"\">Deborah Grayson Riegel</strong> is a communication and presentation skills coach. She’s the coauthor of <em ljsid-2=\"\">Overcoming Overthinking</em> and <em ljsid-4=\"\">Go to Help</em>.":1,"#<strong ljsid-0=\"\">Ishanaa</strong><strong ljsid-1=\"\"> Rambachan</strong> is a partner in McKinsey’s Bay Area office. She helps major financial institutions across sectors improve their performance, manage risk, and enhance organizational effectiveness.":1,"#<strong ljsid-0=\"\">Deepa Purushothaman</strong> is an executive fellow at Harvard Business School and the founder of the re.write. She’s also the author of <em ljsid-2=\"\">The First, The Few, The Only: How Women of Color Can Redefine Power in Corporate America</em>.":1,"#<strong ljsid-0=\"\">Irene Padavic</strong> is the Mildred and Claude Pepper Distinguished Professor of Sociology, Emerita, Florida State University.":1,"#<strong ljsid-0=\"\">Mandy O’Neill</strong> is an associate professor of management at the George Mason University School of Business and a senior scientist at the university’s Center for the Advancement of Well-Being.":1,"#<strong ljsid-0=\"\">Kate Northrup</strong> supports ambitious people in lighting up the world without burning themselves out. She’s the best-selling author of <em ljsid-2=\"\">Money: A Love Story</em> and <em ljsid-4=\"\">Do Less</em>, the creator of the <em ljsid-6=\"\">Do</em><em ljsid-7=\"\"> Less Planner</em>, and the host of the podcast <em ljsid-9=\"\">Plenty</em>.":1,"#<strong ljsid-0=\"\">Zhanna Lyubykh</strong> is an assistant professor of management and organization studies at the Beedie School of Business, Simon Fraser University, Vancouver, Canada.":1,"#<strong ljsid-0=\"\">Jasmine LeFlore</strong> is an aerospace engineer at Raytheon Technologies and runs Greater Than Tech, a nonprofit that teaches girls about engineering and business.":1,"#<strong ljsid-0=\"\">Alexis Krivkovich</strong> is the managing partner for McKinsey’s Bay Area office and oversees fintech efforts in North America.":1,"#Many organizations today have cultures that value overwork. As a result, employee burnout is rampant, even among people who are great at time management. Many of these people are women. In <strong ljsid-1=\"\">Overcoming Overwork</strong>, part of the HBR Women at Work Series, experts share practical recommendations from 18 articles designed to help women deal with burnout and cope with overwork.":1,"#<strong ljsid-0=\"\">Janna Koretz</strong> is a psychologist and the founder of Azimuth, which provides therapy focused on career enmeshment, values work, and burnout.":1,"#<strong ljsid-0=\"\">Lisa Kaplowitz</strong> is the executive director of the Rutgers Center for Women in Business and an associate professor of professional practice in the finance department at Rutgers Business School.":1,"#<strong ljsid-0=\"\">Jess Huang</strong> is a partner in McKinsey’s Bay Area office. She leads McKinsey’s Commerce Media work and partners with consumer-facing clients to boost company growth and drive commercial effectiveness.":1,"#<strong ljsid-0=\"\">Duygu </strong><strong ljsid-1=\"\">Biricik</strong><strong ljsid-2=\"\"> </strong><strong ljsid-3=\"\">Gulseren</strong> is an assistant professor at the School of Human Resources Management at York University, Toronto, Canada, and chair of the Canadian Society for Industrial and Organizational Psychology.":1,"#<strong ljsid-0=\"\">Kelly Greenwood</strong> is the founder and former CEO of Mind Share Partners, a national nonprofit changing the culture of workplace mental health so that both employees and organizations can thrive.":1,"#<strong ljsid-0=\"\">Heidi Grant</strong> is a social psychologist who researches, writes, and speaks about the science of leadership and motivation. She’s the associate director of the Motivation Science Center at Columbia Business School and the director of research and development in learning at EY.":1,"#<strong ljsid-0=\"\">Amy Gallo</strong>, <em ljsid-2=\"\">Women at Work</em> cohost, is a contributing editor at <em ljsid-4=\"\">Harvard Business Review</em> and the author of two books: <em ljsid-6=\"\">Getting Along: How to Work with Anyone (Even Difficult People) </em>and the <em ljsid-8=\"\">HBR Guide to Dealing with Conflict</em>.":1,"#<strong ljsid-0=\"\">Stephanie J. Creary</strong> is an assistant professor of management and an organizational behavior scholar at the Wharton School of the University of Pennsylvania.":1,"#<strong ljsid-0=\"\">Sarah Green Carmichael</strong>, former <em ljsid-2=\"\">Women at Work</em> cohost, is an editor and columnist at Bloomberg. She’s a former executive editor at <em ljsid-4=\"\">Harvard Business Review</em>.":1,"#<strong ljsid-0=\"\">Ellen Keithline Byrne</strong> is a cofounder of Her New Standard: The Playbook for Women Leaders, a leadership consulting firm focusing on advancing women in leadership, which designs boot camps for women leaders on the rise.":1,"#ISBN: 979-1-64782-699-4":1,"#<strong ljsid-0=\"\">Tiffany Burns</strong> is a partner in McKinsey’s Atlanta office. She serves consumer and retail clients on organizational transformations that significantly improve performance.":1,"#<strong ljsid-0=\"\">Alice Boyes</strong> is a former clinical psychologist turned writer and the author of <em ljsid-2=\"\">The Healthy Mind Toolkit, The Anxiety Toolkit</em>, and <em ljsid-4=\"\">Stress-Free Productivity</em>.":1,"#<strong ljsid-0=\"\">Amy Bernstein</strong>, <em ljsid-2=\"\">Women at Work</em> cohost, is the editor of <em ljsid-4=\"\">Harvard Business Review</em>. She’s also the vice president and executive editorial director for Harvard Business Publishing, responsible for the editorial strategy and content development of the learning and educator assets for HBP’s Corporate Learning and Higher Education businesses.":1,"#Managers must play a central role in supporting women’s mental health. It’s essential to incorporate mental health into policies, practices, and performance measurement. Inclusive flexibility and sustainable ways of working are also important. If your organization’s culture creates an unhealthy atmosphere for employees, they’ll look for jobs elsewhere.":1,"#As a woman, you may find that you need to advocate for your mental health in the workplace. The first step is to reflect on your needs and brainstorm possible solutions that could support you at work. It’s always a good idea to find allies and safe spaces to share your story. If you need accommodations for your mental health at work, reach out to your manager or HR. Remember that you control how much you share about your condition and with whom.":1,"#Listening to your body is another effective way to reduce the strain of overwork. Exercise and physical activity are particularly valuable recovery tools for intense mental work. Researchers found, for example, that people who participated in yoga increased their bodily awareness and counteracted the effects of long work hours.":1,"#Managers must model the importance of breaks. This will eliminate any stigma and guilt associated with taking a pause from work. Organizations may want to schedule dedicated break times and allow employees to take that time at their discretion during the day.":1,"#Another proven strategy for counteracting overwork is taking better breaks. Longer breaks aren’t always better breaks. Pausing work for even a few minutes can improve performance. Shorter breaks tend to be more effective in the morning, while longer ones are more effective in the late afternoon. Where breaks occur is also important. Going outdoors is more rejuvenating than staying at your desk.":1,"#Organizations must set cultural norms that the ideal employee works hard in the office, then goes home at a reasonable time and has a life outside the office. It’s important for managers to communicate clear guidelines for asking for personal time. Women employees and those who are more junior are least likely to ask for time off, since they fear being penalized.":1,"#Self-care must be viewed as a holistic journey that includes your work life. The more that your work activities align with your goals, values, and aspirations, the more coherent your life will feel.":1,"#The HBR Women at Work Series, Harvard Business Review Press":1,"#Carve Out Time for Yourself":1,"#One way to address overwork is to ask for help. That isn’t always easy, but people are usually more willing to assist than you might realize. When you need help, be sure to ask in person rather than relying on email or a text message. In your request, explain why their assistance is exactly what you need.":1,"#Saying no is another critical skill. Communicate quickly and with confidence. People can accept a no more easily if you don’t delay. If you’ve already said yes, it’s still possible to uncommit gracefully. Be diplomatic, but truthful. It can be helpful to offer an alternative resource.":1,"#Delegation is an important leadership skill, as well as a great way to lighten your workload and create learning opportunities for your team. Work that seems routine for you may be a great opportunity for less senior employees. When delegating, it’s essential to be clear about your expectations, articulate what success looks like, and explain how the work fits into the bigger picture of the organization.":1,"#In the workplace, women are asked to do thankless tasks more often than men. This work makes women unhappy, and it slows their career advancement. If this happens to you, consider ways to ask for work that enables you to highlight your skills. It can also be helpful to meet with other like-minded women to share strategies for addressing this challenge.":1,"#<em ljsid-0=\"\">Pair enjoyable activities with other work</em>. This can make less exciting tasks more palatable.":1,"#<em ljsid-0=\"\">Add physical decompression rituals to the day</em>. Identify context triggers as a way to indicate when to release physical tension.":1,"#<em ljsid-0=\"\">Save small scraps of time for mental rest</em>. Instead of wedging productive work into small breaks of time, use them for a mental refresh.":1,"#<em ljsid-0=\"\">Compartmentalize your work</em>. If you’re working on a task and approaching it in an efficient way, allow yourself to enjoy the experience. For hard work, think about the parts you like best at different stages of the process. Be mindful about those aspects of projects and savor them.":1,"#<em ljsid-0=\"\">Adopt Premack’s Principle</em>. Reward yourself for completing cognitively demanding work by taking on a low-key, but necessary task.":1,"#While overwork isn’t ideal, there may be seasons of your life where it’s necessary or makes sense personally. To thrive during these times, consider trying these five strategies:":1,"#Take Control of Your Workload":1,"#In light of increasing burnout among employees, companies must equip managers with tools to address this problem. One strategy is to establish companywide norms for things like off-hours communications and expectations about response time to emails. Managers must model that evaluations are based on performance, not answering emails quickly. In addition, managers should be measured on how well they support their direct reports by alleviating stress and exhaustion. Another option is to provide managers with pulse check survey tools so they can stay on top of employee morale and burnout.":1,"#<em ljsid-0=\"\">Evaluate your work environment</em>. Burnout often occurs because the demands of a job and the available resources are misaligned. Organizations that insist on “doing more with less” are creating unsustainable work conditions.":1,"#<em ljsid-0=\"\">Prioritize your physical and emotional well-being</em>. Focus on healthy eating, exercise, and good-quality sleep. Be sure to take all your vacation time.":1,"#<em ljsid-0=\"\">Get support</em>. Seek help from a friend, family member, therapist, or coach who can give you an outside perspective.":1,"#<em ljsid-0=\"\">Remember that awareness is the first step to catching burnout early</em>. Awareness is often the hardest part. It’s not easy to acknowledge that you’re either headed for a crisis or are currently in one.":1,"#<em ljsid-0=\"\">Determine how bad your burnout is</em>. Consider whether you’re physically and emotionally exhausted on a regular basis. Other signs of burnout include being more cynical and detached than usual, as well as feeling like you aren’t making meaningful contributions. Experiencing any of these symptoms is a red flag that you should speak with a doctor or mental health professional.":1,"#It can also be helpful to try these five steps to combat burnout:":1,"#If you feel like you’re becoming burned out, give yourself permission to dial your work back. Try sharing this goal with someone you respect, like a mentor, friend, or family member. This will hold you accountable. Rather than trying to “do it all,” focus on the 20 percent of your tasks that generate 80 percent of the results.":1,"#The triggers for burnout are different for different people. While the psychological experience of burnout is similar across genders, men and women tend to deal with burnout differently. Women are more likely to express their feelings. This may be perceived as unacceptable in some workplaces. Men often suppress their feelings, which can be damaging to their health.":1,"#When people experience burnout, they feel emotionally exhausted as well as a declining sense of personal accomplishment. Not everyone who works long hours becomes burned out. It’s possible to have hours that are filled with work that you love. Long work hours contribute to burnout when they take people away from the things that are important to them.":1,"#Prevent Burnout by Working Smarter":1,"#<em ljsid-0=\"\">Ignore requests to overwork</em>. If your manager pressures you to overwork, that’s often a sign of an abusive work culture. Set clear boundaries and if the pressure continues, it may be time to consider a different job.":1,"#<em ljsid-0=\"\">Learn from role models</em>. Identify successful people who have risen in their careers without overworking.":1,"#<em ljsid-0=\"\">Focus on deeper goals and your craft</em>. Reject hustle culture. Instead, pursue more personal goals like solving complicated problems or positively impacting the world. Try reframing your job as a craft to refine.":1,"#<em ljsid-0=\"\">Be clear about your values</em>. Each person has different priorities and defines meaning differently. A values-driven approach to work will help you achieve outcomes that are important to you.":1,"#When the pressure to put in extra hours arises, remember that overwork isn’t a prerequisite for success. Here are four ways to combat overwork:":1,"#In some cases, women start to identify so closely with their work that <em ljsid-1=\"\">enmeshment</em> occurs—that is, the boundaries between their jobs and individual identities become blurred. As a result, people lose their stable, independent sense of self. To combat enmeshment, it can be helpful to free time for non-work-related activities. Start small and focus on what’s important to you. Try rebuilding your network and revitalizing your social circles.":1,"#<em ljsid-0=\"\">Believing that success means having it all</em>. When women attempt to be the ideal employee, partner, and mother, many feel they aren’t enough. This can make their professional successes feel hollow.":1,"#<em ljsid-0=\"\">Attempting to do it alone</em>. As women advance in the workplace, few have trusted advisors or safe spaces where they feel accepted. With fewer women in senior positions, there can be a sense of loneliness.":1,"#<em ljsid-0=\"\">Making personal sacrifices</em>. Many women sacrifice their physical and mental health to take on extra responsibilities in the workplace.":1,"#<em ljsid-0=\"\">Sacrificing their identity to fit into the organization</em>. Women, especially women of color, often try to hide aspects of their personal lives that make them different from their peers.":1,"#<em ljsid-0=\"\">Striving to be perfect</em>. When women feel they need to be perfect to advance professionally, it can lead to self-criticism and hypervigilance. Focusing on perfection is more common among women of color.":1,"#<em ljsid-0=\"\">Striving to be perfect</em>. When women feel they need to be perfect to advance professionally, it can lead to self-criticism...":1,"#To rise in corporate America, women try to adapt in five ways that can be detrimental to their well-being:":1,"#When researchers delve into the reasons why overwork is so common, the “work/family narrative” often emerges. This narrative suggests that senior-level jobs require long hours, and women’s devotion to their families prevent them from working those hours. As a result, women are frequently encouraged to take on part-time work or shift to internally facing roles. This can derail their careers.":1,"#The Problem with Overwork":1,"#<em ljsid-0=\"\">Take time for yourself</em>. Self-care is a holistic journey that includes your work life. Take breaks, listen to your body, and advocate for your mental health in the workplace.":1,"#<em ljsid-0=\"\">Working smarter is one way to prevent burnout</em>. Awareness is the first step to catching burnout early. It’s essential to prioritize your physical and emotional well-being. Delegating tasks to others is a critical leadership skill and a way to strengthen the skills of your team.":1,"#b246060@gmail.com":1,"#rodrigo.saldanag@udem.edu.mx":1,"#359 Results found for <span ljsid-1=\"\">\"Stress\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Teambulding\"</span>":1,"#389 Results found for <span ljsid-1=\"\">\"Teambulding\"</span>":1,"#377 Results found for <span ljsid-1=\"\">\"Kommunikation\"</span>":1,"#341 Results found for <span ljsid-1=\"\">\"Prioritizing Self - care\"</span>":1,"#Renie Mcclay":1,"#In today’s competitive marketplace, successful business leaders must be proficient at leading teams. In Leading Teams, management experts Paolo Guenzi and Dino Ruta offer insight on leadership and motivation from the world of sports. From their investigation of existing managerial and sports research and their interviews with coaches from a variety of athletic arenas, Guenzi and Ruta provide the practical tools and techniques that sports leaders use to optimize teamwork. Business leaders can utilize these tools and techniques in their own firms, using the connection between sports and management to increase motivation and maximize talent.":1,"#Dino Ruta, Paolo Guenzi":1,"#370 Results found for <span ljsid-1=\"\">\"Teams\"</span>":1,"#ruta de aprendizaje al completar 4 de los 6":1,"#359 Results found for <span ljsid-1=\"\">\"Prioritizing Self-Care\"</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">625</span>":1,"#Bob Tapscott":1,"#Trivergence":1,"#Cavanaugh James":1,"#humberto.lopezc@udem.edu":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#The article focuses on the theme of personal regrets and missed opportunities, encouraging individuals to share their experiences to foster a sense of community and understanding. The author reflects on their own regret about not accepting a collaboration that could have significantly expanded their audience and shares various regrets from their newsletter subscribers, categorized into six common themes. These themes include giving up on ideas, the grass being greener on the other side, financial regrets, \"what if\" scenarios, wasted time, and the importance of following up on opportunities. The article emphasizes that regrets are common and can be less burdensome when shared, ultimately promoting a forward-looking mindset as the new year approaches.":1,"#What 75,000 People Regret":1,"#The Unity Blueprint":1,"#Maja Djikic explains how emotions signal what's meaningful to us and offers a structured approach for processing them in ways that support growth and intentional action.":1,"#How to Effectively Process Emotions":1,"#It’s easy to be cynical in our divided world, but change is possible with the right policy entrepreneurship playbook. Most people have ideas about how they want the world to change, but they don’t know how to turn their concept into measurable change. In From Ideas to Impact, Michael Sheldrick outlines an eight-step guide to policy lobbying and shares stories from successful policy entrepreneurs. By creating a solution-oriented plan, collaborating with key stakeholders, and creating sustainable implementation strategies, you can develop the relationships, resources, and mindset necessary to transform the world.":1,"#From Ideas to Impact":1,"#Cybercriminals exploit how we think, work, and communicate using technology. Their strategies and tactics are constantly evolving. The availability of hacking tools, skills, and services on the dark web has made cybercrime more common, while artificial intelligence (AI) and large language models have made fraudulent communications harder to detect. In Hacked, Jessica Barker exposes the secrets of cybercrime and suggests fundamental behaviors to protect yourself and your family and make your communities and organizations more secure. Barker takes what we’ve learned from past problems and details the actions you can take to reduce any security threats moving forward.":1,"#When an organized group of skilled people work with a shared purpose, they can overcome even the harshest challenges. In The Unity Blueprint, W. Jeff Williams, P.E., describes how he fosters unity in his communities and shares how you can be a unifying leader for your organization. In an increasingly polarized world, unity is becoming a rare but critical force toward driving positive change. By acting in accordance with your core values, turning personal success into group victory, and adopting a flexible leadership style, you can unify a diverse community around a shared purpose.":1,"#Hacked":1,"#How to Focus in a World That Wants to Distract You":1,"#Clicking this link will redirect to relevant products for the Author Dr. Anders Hansen.":1,"#<strong ljsid-0=\"\">Katie Fleming</strong> is a professional writer who specializes in content creation for small business leaders. She’s also the cofounder of Owner Actions, a company that helps experienced managers buy businesses, and she is a co-owner in businesses throughout the United States.":1,"#In <strong ljsid-1=\"\">The Attention Fix</strong>, Hansen illustrates the mental, physical, and emotional toll that digital devices are having on society today. He offers clarity into what’s causing the most pervasive problems and explains what you can do to recognize and reverse the negative effects you spot in your own life. Hansen wisely summarizes the book as a collection of answers as well as questions to consider in your own life, allowing you to decide what’s working for you and where you need to reclaim control.":1,"#Finally, he offers suggestions for mitigating the downsides of social media. Only follow people you want to interact with, prioritize building community and connection, and consider deleting the apps from your phone altogether (or using them only from your computer).":1,"#He also lists practices to reduce your stress. Exercise at least three times a week and prioritize movement whenever possible.":1,"#Hansen shares strategies to support your sleep. Turn your devices off at least an hour before sleeping, place your phone outside your bedroom, and don’t open work emails before bed.":1,"#Next, he offers tips for minimizing distractions when socializing. Put your phone on silent, and put it away.":1},"version":199730}]