[{"_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":196766},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":196766},{"_id":"outdated","outdated":{"#Source: Columbia University Press":1,"#John S. Shiely, Joel M. Stern, Irwin Ross":1,"#Clicking this link will redirect to relevant products for the Author Thomas R. Ittelson.":1,"#<em ljsid-0=\"\">Liabilities</em>: Any forms of money a company owes to its...":1,"#<strong ljsid-0=\"\">Total liabilities & equity </strong>(O + P + S = T)":1,"#financial-statements":1,"#ISBN: 978-1-63265-207-2":1,"#by Thomas R. Ittelson":1,"#No Results found for \"Contabilildad\"":1,"#Recently Viewed (1540)":1,"#They call it Harley holidays because brands today are really about bringing people together. They're about communities of people who share the same passion and how they can do more when they can do it together. Think about one of the fastest-growing cosmetics brands in the world, Glossier, led by Emily Weiss. You'd started off with a blog, but then it became people exchanging cosmetics tips together. Glossier is a peer-to-peer or a customer-to-customer C to C company.":1,"#They call it Harley holidays because brands today are really about bringing...":1,"#Harley-Davidson. Great brand, maybe not a great product—you can probably buy a better bike from somewhere else—but customers absolutely love it. I did some work with Harley-Davidson and did and the brand as the 65-year-old accountant, probably bald, who loves to dress in black leather, who loves to drive through small towns and scare young children. It's an attitude, it's an emotion, it's about freedom. And actually the most profitable bit of Harley-Davidson is not the bikes, it's not the merchandise, it's actually bald accountants going on vacation together.":1,"#So, what could you do?":1,"#So think about how can your brand be something more than the product, more than the company? How can it be about what the people do? And how can it be a platform which connects people together, harnessing their emotions beyond the functionality? Think about how that platform which connects the people can then actually make a change to the world. It can help them to do better at what they love doing, but maybe it can make the world better as well at the same time. Think about how your brand could build a manifesto so that actually these people together can become a force for good. They can actually make change in the world the way in which they want to. Think about how brands are therefore human and social. And think about how brands just like Harley-Davidson, the bald accountants in black leather go on vacation together. How they can be much more than a product, much more than a service, much more than an individual, when you can bring them together.":1,"#You know, brands are about people. Brands are built on culture and they connect people together as tribes. Tribes which have a common passion, a common set of values, and a common meaning.":1,"#Think about Rapha, the cycling clothing company. It's a community of people who love cycling and the main part of the Rapha website is not the clothing or the bike accessories, it's actually videos of people enjoying cycling rides together.":1,"#VALIDER":1,"#Sobrenome":1,"#Ajuda":1,"#Linguagem":1,"#Lar":1,"#Chris Mahowald, Cody Evans":1,"#Bookmarked <span ljsid-2=\"\">(12)</span>":1,"#Recently Viewed <span ljsid-2=\"\">(795)</span>":1,"#There's a glaring trap that many leaders fall into when communicating. If you're a leader, quite likely, compared to the people that you're speaking to, you're a subject matter expert. Not only do you have greater breadth of knowledge, but also you can dive deep into the granular specifics as well. But consider this. You didn't acquire all that expertise in just one sitting. So while you might have 87 valid ways to explain your subject, if you try to share all 87 at once, you're going to put your listeners into a state of information overwhelm. You know what...":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Alain Hunkins</a></strong> is a globally recognized leadership expert. He’s the founder and CEO of Hunkins Leadership Group, which helps organizations strengthen their leadership capacity. The author of <em ljsid-2=\"\">Cracking the Leadership Code</em>, Hunkins has appeared in publications such as <em ljsid-4=\"\">Forbes, Inc.</em>, <em ljsid-6=\"\">Business Insider</em>, and <em ljsid-8=\"\">Fast Company</em>. He has taught at Duke and Columbia Universities and is on the Academic Board of Advisors of the New Delhi Institute of Management.":1,"#The goal of communication is not to impress them with how brilliant you are. The goal is to create shared understanding so that they have the clarity they need to make the best future decisions as possible. So with that goal in mind, consider this big idea, which is to teach less so they can learn more. A part of leadership wisdom is knowing that out of your 87 ways to explain something, which are the best 3? And in what logical order would be the most effective means to help others learn what you want them to understand? Ultimately, effectiveness doesn't come from the quantity of communication. It's all about the quality. So teach less so they can learn more. Where can you start using this tool with the people that you work with?":1,"#There's a glaring trap that many leaders fall into when communicating. If you're a leader, quite likely, compared to the people that you're speaking to, you're a subject matter expert. Not only do you have greater breadth of knowledge, but also you can dive deep into the granular specifics as well. But consider this. You didn't acquire all that expertise in just one sitting. So while you might have 87 valid ways to explain your subject, if you try to share all 87 at once, you're going to put your listeners into a state of information overwhelm. You know what I mean, because you've experienced that kind of overwhelm.":1,"#Why is it important to have a positive outlook? The main reason it's important is because moods are contagious. Think about a situation you've been in when you walk into a room, no one is even there, but people have just left having a really terrible argument, people have been angry and yelling at each other. When you walk into that room you feel that something is a little bit off, and it's an empty room. So think how much more you affect people, people at work, people on your teams, people who are trying to solve problems with you,...":1,"#by Erica Ariel Fox":1,"#Clicking this link will redirect to relevant products for the Speaker Erica Ariel Fox.":1,"#45 minutes":1,"#<strong ljsid-0=\"\"> Rebecca Zucker </strong> is an executive coach and a founding partner at Next Step Partners, a leadership development firm.":1,"#<strong ljsid-0=\"\"> Kandi Wiens </strong> is a senior fellow at the University of Pennsylvania Graduate School of Education and the author of <em ljsid-2=\"\"> Burnout Immunity: How Emotional Intelligence Can Help You Build Resilience and Heal Your Relationship with Work</em>.":1,"#<strong ljsid-0=\"\"> Andrew White </strong> is a senior fellow in management practice at Saïd Business School, University of Oxford, where he directs the advanced management and leadership program and conducts research into leadership and transformation.":1,"#<strong ljsid-0=\"\"> Michael Wheelock </strong> leads a primary research and advanced analytics team in EY Knowledge. His team designs and delivers global mixed-methods research programs to support EY’s flagship thought leadership.":1,"#<strong ljsid-0=\"\"> Michael Thorley </strong> is a qualified accountant, psychotherapist, executive psychological coach, and coach supervisor integrating all modalities to create a unique approach. He works as a nonexecutive director and adviser to many different organizations across the world that wish to generate a new perspective on change.":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. 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 coauthor of <em ljsid-4=\"\"> Own the Room: Discover Your Signature Voice to Master Your Leadership Presence </em> with Muriel Maignan Wilkins.":1,"#<strong ljsid-0=\"\"> Michael Smets </strong> is a professor of management at Saïd Business School, University of Oxford. His work focuses on leadership, transformation, and institutional change.":1,"#<strong ljsid-0=\"\"> Deborah Rowland </strong> is the coauthor of <em ljsid-2=\"\"> Sustaining Change: Leadership That Works; Still Moving: How to Lead Mindful Change </em> ; and the <em ljsid-4=\"\"> Still Moving Field Guide: Change Vitality at Your Fingertips</em>.":1,"#<strong ljsid-0=\"\"> Darin Rowell </strong> is a senior adviser and executive coach who helps individuals and teams thrive in high-demand environments.":1,"#<em ljsid-0=\"\">Teams that successfully implement change initiatives are comfortable with ambiguity</em>. Leaders should cultivate a culture of change acceptance, break projects into micro-changes, and ensure everyone has a voice. Change takes time and cutting corners usually leads to failure.":1,"#<strong ljsid-0=\"\"> Stephen G. </strong> <strong ljsid-2=\"\"> Rogelberg </strong> <strong ljsid-4=\"\"> </strong> is the Chancellor’s Professor at the University of North Carolina Charlotte for distinguished national, international, and interdisciplinary contributions. He’s the author of <em ljsid-6=\"\"> Glad We Met: The Art and Science of 1:1 Meetings </em> and <em ljsid-8=\"\"> The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance</em>.":1,"#<strong ljsid-0=\"\"> Edith Onderick-Harvey </strong> is a managing partner at Next-Bridge Consulting, an organization change and leadership development consulting firm focused on helping clients stay ahead of the curve. She’s the author of <em ljsid-2=\"\"> Getting Real: Strategies for Leadership in Today’s Innovation-Hungry, Time-Strapped, Multi-Tasking World of Work</em>.":1,"#<strong ljsid-0=\"\"> Andrea Belk Olson </strong> is a differentiation strategist, speaker, author, and customer-centricity expert. She’s the CEO of Pragmadik, a behavioral-science-driven change agency, and has served as an outside consultant for EY and McKinsey.":1,"#<strong ljsid-0=\"\"> Anne Morriss </strong> is an entrepreneur and the executive founder of the Leadership Consortium. She’s also the coauthor of <em ljsid-2=\"\"> Move Fast and Fix Things </em> and <em ljsid-4=\"\"> Unleashed</em>.":1,"#<strong ljsid-0=\"\"> Art Markman </strong> is the Annabel Irion Worsham Centennial Professor of Psychology and Marketing at the University of Texas at Austin and founding director of the program in the Human Dimensions of Organizations. His most recent book is <em ljsid-2=\"\"> Bring Your Brain to Work: Using Cognitive Science to Get a Job, Do It Well, and Advance Your Career</em>.":1,"#<strong ljsid-0=\"\"> John P. Kotter </strong> is a best-selling author, award-winning business and management thought leader, business entrepreneur, and the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School.":1,"#<strong ljsid-0=\"\"> Liz Kislik </strong> helps organizations from the Fortune 500 to national nonprofits and family-run businesses solve their thorniest problems. She has taught at NYU and Hofstra University and has spoken at TedxBaylorSchool.":1,"#<strong ljsid-0=\"\"> Elsbeth Johnson </strong> , formerly a professor at London Business School, is now a senior lecturer at MIT’s Sloan School of Management and the founder of SystemShift, a consulting firm.":1,"#<strong ljsid-0=\"\"> Jon Gray </strong> is a doctoral candidate in organization science at the University of North Carolina at Charlotte. His research interests primarily focus on meeting science, as well as occupational stress faced by dirty work and caring professions.":1,"#<strong ljsid-0=\"\"> Amy Gallo </strong> is a contributing editor at <em ljsid-2=\"\"> Harvard Business Review </em> , cohost of the <em ljsid-4=\"\"> Women at Work </em> podcast, 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,"#<em ljsid-0=\"\">Helping teams understand change is an important leadership responsibility</em>. It’s important to explain why change is necessary and what it means to each individual. Empowering teams to initiate change as they see fit can lead to more successful outcomes.":1,"#<strong ljsid-0=\"\"> Susannah Harmon Furr </strong> is an entrepreneur based in Paris. She’s a coauthor of <em ljsid-2=\"\"> The Upside of Uncertainty</em>.":1,"#<strong ljsid-0=\"\"> Nathan Furr </strong> is a professor of strategy at INSEAD and a coauthor of five best-selling books, including <em ljsid-2=\"\"> The Upside of Uncertainty, The Innovator’s Method, Leading Transformation, Innovation Capital </em> , and <em ljsid-4=\"\"> Nail It Then Scale It</em>.":1,"#<strong ljsid-0=\"\"> Frances X. Frei </strong> is the UPS Foundation Professor of Service Management at Harvard Business School and a coauthor of the books <em ljsid-2=\"\"> Move Fast and Fix Things </em> and <em ljsid-4=\"\"> Unleashed</em>.":1,"#<strong ljsid-0=\"\"> Liz Fosslien </strong> is the coauthor and illustrator of the <em ljsid-2=\"\"> Wall Street Journal </em> bestseller <em ljsid-4=\"\"> No Hard Feelings: The Secret Power of Embracing Emotion at Work </em> and B <em ljsid-6=\"\"> ig Feelings: How to Be Okay When Things Are Not Okay </em> . She’s on the leadership team of Atlassian’s Team Anywhere, where she helps distributed teams advance how they collaborate.":1,"#<strong ljsid-0=\"\"> Mollie West Duffy </strong> is the coauthor of the <em ljsid-2=\"\"> Wall Street Journal </em> bestseller <em ljsid-4=\"\"> No Hard Feelings: The Secret Power of Embracing Emotion at Work </em> and <em ljsid-6=\"\"> Big Feelings: How to Be Okay When Things Are Not Okay </em> . She’s the head of Learning and Development at Lattice and was previously an Organizational Design Lead at global innovation firm IDEO and a research associate for the dean of Harvard Business School.":1,"#<strong ljsid-0=\"\"> Shana Carroll </strong> is Clinical Professor of Management and Organizations at the Kellogg School of Management at Northwestern University.":1,"#<strong ljsid-0=\"\"> Adam Canwell </strong> is head of EY’s global leadership consulting practice. He has published extensively on leadership and strategic change.":1,"#<strong ljsid-0=\"\"> Nicole Brauckmann </strong> focuses on helping organizations and individuals create the conditions for successful emergent change to unfold. As an executive and consultant, she has worked to deliver large-scale complex change across different industries.":1,"#<strong ljsid-0=\"\"> Sally Blount </strong> is the Michael L. Nemmers Professor of Strategy and the former dean at Northwestern University’s Kellogg School of Management.":1,"#<strong ljsid-0=\"\"> Julian Birkinshaw </strong> is a professor at London Business School. He’s the coauthor of <em ljsid-2=\"\"> Fast/Forward: Make Your Company Fit for the Future.</em>":1,"#<strong ljsid-0=\"\"> Erika Andersen </strong> is the founding partner of Proteus International, a coaching, consulting, and training firm that focuses on leader readiness. In addition to her latest book, <em ljsid-2=\"\"> Change </em> <em ljsid-4=\"\"> from the Inside Out </em> , she’s the author and host of <em ljsid-6=\"\"> The Proteus Leader Show </em> podcast and the author of four previous books: <em ljsid-8=\"\"> Growing Great Employees, Being Strategic, Leading So People Will Follow, and Be Bad First</em>.":1,"#Fear of the unknown is another reason that organizational change initiatives often fail. To manage uncertainty more effectively, try reframing the situation and acknowledging that uncertainty opens up new possibilities and good surprises. Another approach is to increase your risk tolerance by taking small risks. Action can be an antidote to the discomfort of uncertainty. Engaging in a series of small steps can help guide you and your team to successful breakthroughs.":1,"#Many organizations resist change because they fear failure. One way to address this is to measure the value of failure using a <em ljsid-1=\"\"> return-on-failure ratio </em> . The numerator of the ratio represents the assets gained from the activity. This might be valuable information about customers, markets, or the organization. The denominator of the ratio represents the resources invested in the activity. To increase the return on failure, study projects that faltered and gather insights.":1,"#If you’re resistant to change, emotional intelligence can help you overcome those feelings. Try to identify why you feel resistance and then see if you can shift to a more positive outlook that’s receptive to new things.":1,"#Section Five: Building Your Team’s Agility for the Long Term":1,"#Having a pessimist on your team can drag progress on change initiatives down. A good first step is to meet one-on-one with the individual and explain the impact of their comments. If they continue to make negative comments, ask them to clarify what they mean. While not all negativity is bad, people who are persistently negative and disruptive may need to be removed from the team.":1,"#It’s not uncommon for change projects to go off the rails. To get the team back on track, it can be helpful to redefine the project’s purpose, goals, and vision. Engage employees in solutions with collaborative troubleshooting and by defining the path forward. Strive to remove obstacles, determine what motivates different team members, and celebrate small wins. Connecting regularly with the team can prevent the project from getting off track again.":1,"#Given the rapid pace of change, some organizations suffer from change-related exhaustion. You can help your team overcome this discomfort by asking them to view themselves as agents of change who are learning new things. Rituals can also help to reduce stress by giving people structure and predictability in one area of their work lives.":1,"#As you lead change initiatives, it’s important to identify any sources of resistance within the organization and engage these teams and individuals in dialogue. This requires face-to-face conversations and active listening. You also must be open to change. Engaging with resisters often requires two conversations. During the first, you identify the source of the resistance. In the second, you determine whether there will be any changes to the strategy and explain why (or why not).":1,"#Section Four: Overcoming Roadblocks and Resistance to Change":1,"#When it comes to communication, leaders must focus heavily on communicating effectively to their subordinates. However, there will be times as a leader when you’ll need to raise difficult issues with your manager. In these instances, pick your topics carefully. Prepare in advance and then start the dialogue on a positive note. Listen closely to your manager’s response and offer possible solutions that you have come up with. At the end of the meeting, confirm your action items and those that your manager will address.":1,"#Storytelling is an effective communication tool during organizational changes. It connects people and inspires them to take action. As a leader, the keys to success are understanding your story so well that you can describe it in simple terms, honoring the past, articulating the mandate for change, and laying out a detailed and optimistic path forward.":1,"#In times of change, leaders must pay close attention to how they communicate with team members. It’s important to convey what’s expected in terms of outcomes, rather than tasks. In addition, leaders must live the change they want to see. This requires time to address strategic issues as they arise. Allocating resources and revising metrics to support change initiatives is also important, as these signal what’s important. This work must be started early in the change process.":1,"#<em ljsid-0=\"\"> Demonstrate humility and responsibility</em>. This is just as important as displaying authority.":1,"#<em ljsid-0=\"\"> Give those affected as many options as possible</em>. This helps employees feel more respected.":1,"#<em ljsid-0=\"\"> Personalize the impact and resolution</em>. Employees must understand what part of the change applies to them.":1,"#<em ljsid-0=\"\"> Explain how the new plan addresses organizational pain</em>. Focus on what’s not working and why the change will help.":1,"#<em ljsid-0=\"\"> Equip all management levels to explain the context</em>. Offer training and time for role-playing.":1,"#<em ljsid-0=\"\"> Plan more time than you think is necessary</em>. This is required to prepare the content, deliver it, and then follow up.":1,"#As you prepare to tell your team about upcoming changes in the organization, you may want to try six best practices:":1,"#Section Three: Communicating Change":1,"#<em ljsid-0=\"\"> Changes aren’t anchored in the corporate culture</em>. To persist, new behaviors must be embedded in social norms and shared values.":1,"#<em ljsid-0=\"\"> Victory is declared too soon</em>. For changes to stick, they must be embedded in the company culture. This can take 5 to 10 years.":1,"#<em ljsid-0=\"\"> Leaders haven’t planned for or created short-term wins</em>. These wins create momentum in the organization.":1,"#<em ljsid-0=\"\"> Obstacles block the new vision</em>. In some cases, the obstacle is the organizational structure.":1,"#<em ljsid-0=\"\"> The vision is vastly under communicated</em>. Transformation is only possible when hundreds of people buy in. Leaders must communicate why the change will be useful and possible.":1,"#<em ljsid-0=\"\"> There isn’t a clear vision</em>. As a result, people are unsure what the change is all about.":1,"#<em ljsid-0=\"\"> There isn’t a powerful guiding coalition</em>. Participation from multiple leaders is required.":1,"#<em ljsid-0=\"\"> The organization doesn’t have a sense of urgency</em>. Success depends on the cooperation and involvement of many people.":1,"#Corporate change initiatives typically move through several phases. Skipping one or more of these stages can lead to failure. Here are eight common errors often seen in transformation efforts:":1,"#If you’re a leader responsible for carrying out senior executives’ plans for change, you must be committed to success. If you feel that commitment wavering, you need to consider whether you trust the organization. If not, you may want to look for another job. If so, you must accept that the decision is sound. It can be helpful to put yourself in the shoes of one of the people who believes in the idea. The next steps are to carry out the strategy and communicate the plan to your team with confidence.":1,"#<em ljsid-0=\"\"> Trust in principles </em> relates to a team’s discretion, respect for psychological safety, and positive intentions.":1,"#<em ljsid-0=\"\"> Trust in performance </em> relates to a leader’s confidence that team members will follow through, use good judgment, and represent the organization well.":1,"#Trust is an essential part of successful organizational change. There are two types of trust that leaders must pay attention to:":1,"#<em ljsid-0=\"\"> Impartiality</em>. Appoint a neutral change facilitator to address politics and infighting.":1,"#<em ljsid-0=\"\"> Authenticity</em>. Exhibit behaviors that support change.":1,"#<em ljsid-0=\"\"> Attainability</em>. Use micro-changes to make the change achievable.":1,"#<em ljsid-0=\"\"> Relevance</em>. Focus on the need for latent change.":1,"#<em ljsid-0=\"\"> Ownership</em>. Give everyone a voice in shaping the change.":1,"#<em ljsid-0=\"\"> Legitimacy</em>. Focus on engaging your organization’s change influencers.":1,"#Before introducing change to an organization, it’s a good idea to cultivate a culture of change acceptance. You can do this by addressing six elements of culture:":1,"#Researchers have found that team members’ need to belong has a significant impact on change outcomes. Change initiatives led by individuals who pay attention to belonging have a higher likelihood of success. These leaders make employees feel secure, but they also help team members detach from past loyalties so change can occur.":1,"#Promote cross-boundary collaboration to spur new thinking and perspectives.":1,"#Set the expectation that everyone must take responsibility for mistakes and treat mistakes as a source of learning.":1,"#During meetings, ask “what if” questions.":1,"#Engage teams in dialogue and encourage them to ask questions and share insights.":1,"#Tell stories about teams that moved beyond the status quo.":1,"#Creative and innovative teams are skilled at working in the <em ljsid-1=\"\"> gray space</em>, or the area where ambiguity is accepted and no rigid rules apply. As a leader, you can help team members become changemakers by adopting five daily practices:":1,"#Section Two: Implementing Change":1,"#Promote a shared sense of ownership over the outcome.":1,"#Recognize that technology can be a major impediment to transformation.":1,"#Use processes that balance execution and exploration.":1,"#Create a culture based on trust and psychological safety.":1,"#Generate a shared vision of success.":1,"#Look inward and examine their own willingness to change.":1,"#Leaders who oversee effective organizational transformation frequently:":1,"#The two most successful change models are <em ljsid-1=\"\"> masterful </em> and <em ljsid-3=\"\"> emergent</em>. Masterful change is led by top management across the organization. Teams are given the freedom to implement change as they see fit. With emergent change, leaders offer a guiding intention and loose direction, but they leave room for teams to experiment and learn from rapid feedback loops.":1,"#Teams often make common assumptions that can get in the way of organizational change. These include the notion that meaningful change occurs slowly, change can be made later, more information is needed, going fast is reckless and going slow is good, people are stretched too thin, and the organization needs more time to prepare.":1,"#<em ljsid-0=\"\">Leaders must keep an eye open for roadblocks that can cripple change initiatives</em>. Common obstacles include fear of failure, fear of the unknown, or negative team members who dig in their heels. If a project goes offtrack, it’s essential to engage employees in collaborative troubleshooting.":1,"#<strong ljsid-0=\"\"> Martine Haas </strong> is the Lauder Chair Professor of Management at the Wharton School and Director of the Lauder Institute for Management & International Studies at the University of Pennsylvania.":1,"#<em ljsid-0=\"\">Clear communication with teams forms a foundation for successful change</em>. Employees must understand how the change applies to them and why it will be beneficial for the organization. Storytelling is a good technique for inspiring action.":1,"#No Results found for \"Pivot tables\"":1,"#Source: Self-Published":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Eric Karpinski":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Neil Francis":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Annie McKee":1,"#©2023 by Andrew McAfee":1,"#by Andrew McAfee":1,"#The Radical Mindset That Drives Extraordinary Results":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Andrew McAfee</a></strong> is a Principal Research Scientist at the MIT Sloan School of Management, cofounder and codirector of MIT’s Initiative on the Digital Economy, and the inaugural Visiting Fellow at the Technology and Society organization at Google. He studies how technological progress changes the world. McAfee has written for publications including <em ljsid-2=\"\">Foreign Affairs, Harvard Business Review, The Economist, The Wall Street Journal</em>, and The New York Times. He’s talked about his work on CNN and 60 Minutes; at the World Economic Forum, TED, and the Aspen Ideas Festival; with Tom Friedman and Fareed Zakaria; and in front of many international and domestic audiences. He’s also advised many of the world’s largest corporations and organizations, ranging from the IMF to the Boston Red Sox to the US Intelligence Community.":1,"#Leaders who discard their bureaucratic, industrial-era playbooks and adopt the geek way can revitalize their companies. To preserve this vitality, however, the geek norms of science, ownership, speed, and openness must regularly be renewed. Otherwise, old dysfunctional ways will return, or new norms will become a stifling status quo. So, to preserve and foster vitality, leaders must continue to empower their people with autonomy, purpose, and voice.":1,"#Vitality, if Not Immortality":1,"#<em ljsid-0=\"\">Not closing doors or pathways</em>: Promoting common knowledge and remaining open to pivots.":1,"#<em ljsid-0=\"\">Not having undiscussable topics</em>: Soliciting feedback, accepting it responsibly, and insisting on transparency.":1,"#<em ljsid-0=\"\">Not suppressing negativity</em>: Encouraging productive dissent and rival hypotheses.":1,"#<em ljsid-0=\"\">Not striving to win and minimizing losing or failing</em>: Taking risks, iterating to learn, and reversing mistakes.":1,"#<em ljsid-0=\"\">Not assuming unilateral control</em>: Inviting debate, using A/B testing, challenging the status quo.":1,"#The opposite of defensive reasoning is openness, a pillar of the geek way and a model for succeeding in today’s fast-moving business environments. The openness model is founded on the following principles:":1,"#Change only for change’s sake is rarely wise. Yet, protecting the status quo is ultimately a defensive mindset, one that can lead to various problems, from excess bureaucracy and decisions that ignore evidence to unethical behavior and a culture of silence.":1,"#To outsiders, it can be shocking to observe once-successful companies make major missteps or become toxic to their customers, employees, and owners. Yet, seen from within, these dysfunctions and downfalls can often be attributed to a desire to protect the status quo—doing things as they’ve always been done without discussing or questioning them.":1,"#Openness: A Better Business Model":1,"#<em ljsid-0=\"\">Generate lots of models and ensure high levels of observability</em>. Seeing how others work promotes learning, while the knowledge of being seen helps reduce lying.":1,"#<em ljsid-0=\"\">Organize projects around short cycles</em>. Deliver quickly to customers, creating more opportunities to test ideas, collect feedback, and adapt or pivot rapidly.":1,"#<em ljsid-0=\"\">Plan less and iterate more</em>. Accept that what you’re putting out is less than perfect and learn through iteration.":1,"#Geeks counter long, delayed projects with high-cadence iterating that quickly turns lying into learning. It also builds on ultrasocial humans’ profound ability to learn from observation and feedback. Central to the geek norm of speed are the following tenets:":1,"#Much like controlling, rigid bureaucracy, the extensive time scales of industrial-era companies are antithetical to the geek way. Long, large projects rarely finish on time, and for ultrasocial humans fixated on group status, falling behind schedule invites lying—claiming to be on track or almost done when neither is true.":1,"#Speed: From Lying to Learning":1,"#A leader’s job is to ensure those individual goals align with the company’s broader vision. Leaders should bestow prestige on teams and individuals that achieve objectives in ways that reinforce positive norms and values of your culture. When autonomous efforts are aligned and company culture is reinforced, the need for controlling bureaucracy diminishes.":1,"#The geek way rejects rigid bureaucracy and the pressure to coordinate in favor of autonomy. Effort is distributed horizontally, and teams are encouraged to take ownership of their projects—and their results. Status comes not from succeeding in the corporate bureaucratic machine but by hitting metrics and achieving goals.":1,"#Why? To ultrasocial humans wired to care about status, people who are under regular or constant supervision are deemed by the group to be low on the ladder. Having low status weakens worker morale, which in turn hurts performance.":1,"#To achieve its goals, every organization needs some bureaucracy. Without any hierarchy, management, and division of labor, little would be accomplished. Yet, excess bureaucracy—especially the need for a great deal of collaboration and communication—strips workers of their autonomy. At most companies, and especially at large ones, workers report a stifling lack of autonomy, and it’s hurting their productivity.":1,"#Ownership: Tearing Down the Giant Machinery":1,"#Two conditions, however, are necessary for this evidence-backed, debate-driven approach to succeed. First, the evidence collected must be robust enough to do more than reinforce confirmation biases. Second, for debate to be productive, employees need to feel psychologically safe in the group. Otherwise, debate is seen as divisive, a threat to group norms.":1,"#Debating productively how to interpret the data, backing arguments with evidence.":1,"#Running experiments, such as A/B tests, to gather data and test hypotheses.":1,"#Proposing multiple, competing hypotheses about strategic decisions.":1,"#In the geek way, the ultimate antidote to overconfidence and distortion is science, or more specifically, applying key principles of the scientific method to decision-making. They include:":1,"#Exacerbating overconfidence is its frequent companion, <em ljsid-1=\"\">confirmation bias</em>—favoring information that supports existing beliefs and minimizing information that contradicts them. When combined, these distorting biases can cause leaders to make disastrous decisions.":1,"#Clicking this link will redirect to relevant products for the Author Andrew McAfee.":1,"#Leaders following their old, established playbooks risk a perilous flaw of individuals and companies alike: <em ljsid-1=\"\">overconfidence</em>. A type of cognitive bias, overconfidence stems from trusting too much in past success. Because overconfident leaders rely too much on instinct, they fail to adequately stress-test new ideas. Instead, they listen to their inner “press secretary” voice, who downplays risks, massages facts, and in the face of crisis says everything is and will be fine.":1,"#Cerrar este diálogo":1,"#Se abre en una nueva ventana":1,"#The article focuses on a framework designed to train new people managers to become effective leaders, emphasizing the significant impact of leadership quality on employee satisfaction and organizational success. It outlines a six-month qualitative study that identified ten attributes of effective leaders, termed \"best bosses,\" and their contrasting characteristics with ineffective leaders, or \"worst bosses.\" The framework includes seven steps for training sessions, such as reflecting on past managerial experiences, facilitating group discussions, and creating personal leadership action plans. This structured approach aims to help managers internalize the traits of exceptional leaders and foster a positive work environment.":1,"#Taylor L. Smith, Seth R. Silver, Shannon Cleverley-Thompson, Timothy M. Franz":1,"#Prepare the Next Best Boss":1,"#Jim Noel, Ram Charan, Stephen Drotter, Kent Jonasen":1,"#Tosca Dimatteo":1,"#Bev Burgess":1,"#Nicht wesentliche Cookies ablehnen":1,"#Speicherungseinstellungen":1,"#Diese Website verwendet Technologien wie Cookies, um wesentliche Funktionen der Website zu ermöglichen sowie für analytik, personalisierung und gezielte werbung. Sie können Ihre Einstellungen jederzeit ändern oder die Standardeinstellungen akzeptieren. Sie können dieses Banner schließen, um nur mit den wesentlichen Cookies fortzufahren.":1,"#Dieses Dialogfeld schließen":1,"#Öffnet eine externe Website in einem neuen Fenster.":1,"#Öffnet eine externe Website.":1,"#Öffnet in einem neuen Fenster.":1,"#ISBN: 978-0-8129-9339-4":1,"#by Charles Duhigg":1,"#smarter-faster-better":1,"#Clicking this link will redirect to relevant products for the Author Charles Duhigg.":1,"#But what does productivity look like in practice? To find out, Charles Duhigg, author of <em ljsid-1=\"\">The Power of Habit</em> and Pulitzer Prize-winning investigative reporter for the <em ljsid-3=\"\">New York Times</em>, met with a range of productive people who serve as military generals,...":1,"#Recently Viewed <span ljsid-2=\"\">(129)</span>":1,"#Clicking this link will redirect to relevant products for the Publisher Career Press.":1,"#There...":1,"#how-to-keep-a-positive-attitude-in-challenging-times":1,"#Clicking this link will redirect to relevant products for the Author Andres Lara.":1,"#Everyone says in life you have to be positive if you want to get somewhere. The question is how can you become positive when negative things keep happening to you? Just like anything, being positive is a habit that can be developed. All you have to do is for the next 30 days when you are faced with a challenge adopt one of the 4 mindsets by reminding yourself that (1) Whatever is troubling you is temporary, (2) Your current setback is an indispensable part of the success puzzle, (3) There is a silver lining or a great opportunity within every challenge and (4) No matter what happens, you must trust that you are part of a much bigger plan.":1,"#by Andres Lara":1,"#Source: CornerStone Leadership":1,"#Accountability is one of the best written management books that advocate freedom and responsibility without control in managing business organizations that achieves sustainable results in sales growth and overall bottom line performance for many industries. This advocacy professes the belief in granting individuals in a business organization the right and the freedom to make choices that allows people to be personally responsible in their jobs when they are allowed to design and own their jobs, and to create their systems. And for leaders to have faith in their people by believing that everyone wants to be great and that they be trusted to do great things. Control based thinking asserts that controls establish accountability while freedom based thinking says that control stifles accountability and leads to cheating, shortcuts, and passive aggressive behavior to achieve results that in turn defeats accountability.":1,"#With The Essential Controller, Steven M. Bragg has provided a primer for the new controller. The world of accounting has changed, and with it the role of the controller. A once isolated profession, corporate accounting now involves close collaboration with many divisions as well as outside investors. Bragg shows how to manage the accounting department effectively, use ratio and trend analysis to understand the business, and create the internal controls that will catch problems and reduce risk. He also provides tips on areas that controllers never learn in school such as recruiting and retaining a good team, engaging investors, and working with the chief financial officer.":1,"#The world has changed dramatically in recent years. According to Andrew S. Winston, there are three “mega challenges” that businesses and societies must face: climate change, resource constraints, and demands for greater transparency driven by technology. The key to success is for organizations to become more resilient and capable of thriving in the face of change. In Harvard Business School Publishing title The Big Pivot, Winston describes the change in mindset that businesses must adopt in order to deal with mega challenges in a productive and profitable way. He underscores the need to recognize environmental and social challenges as issues that are central to the success or failure of businesses.":1,"#Every Pivot Needs a Story":1,"#The article provides information on a study which analyzed how start-up companies framed changes, or pivots, in their business plans to customers, investors, and journalists.":1,"#A case study explores a joint business venture building the 700,000-square-foot commercial office building Eastern Square in Moscow, Russia which was impacted by the covid-19 pandemic and the country's stay-at-home orders. It considers the possibility of selling the site to liquidate funds tied up, the pros and cons of continuing with construction with revised labor rules and low interest rates, and the interrelationship between the London, England-based Insurance company investor, the New York–based property development firm, and the local business partner who helped the project navigate the Russian bureaucracy & supplied the real estate.":1,"#At one time, entrepreneurs always knew the basic importance of cash in valuing their businesses. Usually, they would very simply work out a comparison of their total expected returns with what they can plausibly earn elsewhere, with the same amount of money at the same level of risk (i.e., the opportunity cost of capital). However, major developments in American capitalism have obscured this approach. First, although shareholders own a corporation, control over its operations is held by professional managers, whose interests often diverge from those of the majority of shareholders. In addition, managers possess detailed information about the company’s prospects that outside shareholders lack. Lacking inside information, shareholders accept accounting measurements to gauge corporate value; however, these measurements were never intended for this purpose.":1,"#Dan Pilat, Sekoul Theodor Krastev, Mike James Ross":1,"#Will Guidara":1,"#Bjorn Billhardt, Nathan Kracklauer":1,"#EBSCO Learning Accel":1,"#William Baldwin":1,"#The article focuses on strategies for building true customer loyalty, as shared by six business leaders. Key insights include the importance of supporting clients during challenging times, leveraging unexpected market trends, and actively listening to customer feedback. Additionally, the leaders emphasize the need for continuous product improvement, treating customers as partners, and identifying pain points in the customer experience. These approaches highlight that loyalty is cultivated through genuine engagement and responsiveness to customer needs.":1,"#Steve Schwartz, Vivek Raghunathan, Alex Ross, Karla Gallard, Michael Seckler, Charlotte Mostaed":1,"#Keep Them Coming Back":1,"#Fake news—deliberately fabricated stories designed to go viral—poses escalating risks to corporate reputations. Traditional responses, such as ignoring false claims or issuing corrections, often fail. So what should companies do? Drawing on behavioral research and real-world case studies, the authors present a three-part framework: monitor social resonance to identify the spread and influencers of fake news early; ensure transparency by engaging stakeholders before crises erupt; and activate credible allies to reinforce the truth. A fictional case illustrates how these tactics can shift the narrative and maintain trust. In this age of disinformation, defense against fake news requires more than truth-telling—it demands building and broadcasting the perception that others also reject the falsehoods.":1,"#Patrick Haack, Simone Mariconda, Michael Etter, Marta Pizzett":1,"#How to Counter Fake News":1,"#This article reports on the research “Soothing the Unsatisfied or Pleasing the Satisfied? The Effects of Managerial Responses to Positive Versus Negative Reviews on Customer Ratings and Financial Performance,” by Jiajun Wu, Jun Ye, and Junhong Chu which was published in the Journal of the Academy of Marketing Science in 2024. This research investigated the impact on a business, by examining company ratings and revenue, when the company responds to customer reviews and if and how that impact is different when the customer review is positive or negative.":1,"#Responding to Positive Customers—but Not Negative Ones—Can Boost Revenue":1,"#icastillo@unis.edu.gt":1,"#Source: Marketing Management":1,"#kagutierrez@unis.edu.gt":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">34</span>":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Erica Ariel Fox":1,"#Randy Spitzer, Rob Lebow":1,"#Jane E. Dutton, Gretchen Spreitzer":1,"#Clicking this link will redirect to relevant products for the Topics Customer Loyalty.":1,"#Certificates <span ljsid-2=\"\">(7)</span>":1,"#The article focuses on the significance of understanding leadership which comes from leaders who are both extraordinary in their achievements and viewed as role models in their communities, and highlights the pivotal decisions in the development of a leader. It features the author's book \"Pivot Points\" wherein she sought out industry-changing leaders. It focuses on the decision to lead conscientiously, which is different from decisions because of personal gain.":1,"#To succeed, a new company must rally investors, staff, customers, and the media around a good story. But often that narrative turns out to be wrong, and entrepreneurs realize they need to change direction. How that shift is communicated can have a huge impact on a venture’s future. Through extensive research with founders, innovation chiefs, analysts, and journalists, the authors have identified stratagems for maintaining stakeholder support during pivots. Early on, entrepreneurs should avoid a focus on overly specific solutions and instead present the big picture. When changing course, they can then signal continuity by explaining how the new plan fits with the original vision. Once the reboot has happened, it’s critical to be conciliatory and empathetic to stakeholders who may feel abandoned. Employees and customers are far more willing to remain loyal if given guidance about how they’ll be affected and if leaders seem to genuinely care about their situation.":1,"#Connect with him at info@TheCubanGuy.com":1,"#www.Facebook.com/Motivation911":1,"#The point? Perhaps the issue in front of you is not of as much significance as the angle you are experiencing it from. Learning to position yourself at an advantageous angle can make the difference of whether you experience the best or the worst of your current circumstances.":1,"#Once you start seeing the silver lining in every incident, your challenges will cease to be the heavy blocks that previously burdened you; for they will now become stepping stones from where you can stand just a little taller. It's at this point that you will experience a new height regardless of the negatives thrown your way.":1,"#<strong ljsid-1=\"\"> 3. Find the silver lining. </strong> Constantly ask yourself one simple question: what great opportunity can come out of my current circumstances? Asking this question will direct your energy to look for the hidden positives that lie within your challenges and keep you from wasting it on complaining about the negatives.":1,"#On the other hand, even when things are perfect, embracing a temporary mindset can be very helpful. You see, people's zest for life is frequently killed not by misfortunes but by their inability to appreciate what's already great around them. Therefore, if you begin to remind yourself that this moment, no matter how perfect, will too come to an end, you will start appreciating all of the positives in your life that you have been taking for granted.":1,"#Keep this thought in mind by Ralph Waldo Emerson: \"Cultivate the habit of being grateful for every good thing that comes to you, and to give thanks continuously. And because all things have contributed to your advancement, you should include all things in your gratitude.\" Be thankful even for failures, for they are an indispensable piece of your success puzzle.":1,"#<strong ljsid-1=\"\"> 1. Nothing in life is permanent, not even you. </strong> So if you are impermanent, how can your problems be permanent? While this might sound negative, understanding that everything in life is transitory will give you an empowering viewpoint in regards to your current challenges. Reminding yourself that whatever turbulence you are experiencing at this moment is temporary will encourage you to keep elevating yourself in search of that perfect cruising altitude.":1,"#There are millions of things you can do to position yourself on the right side of a stressful situation, but here are four simple mindsets that you can adopt today regardless of the obstacle at hand:":1,"#Don't get so caught up on the way things should've been, could've been, or would've been because looking from where you stand you will never be able to comprehend the magnitude of the grand plan that's in store for you. Trust that you are where you are because that's where you need to be; then you might get a glimpse at how insignificant your initial plan was and how grandiose your current one is.":1,"#<strong ljsid-1=\"\"> 4. Trust the bigger plan. </strong> You no doubt have big plans. But understand that however big your plans are, the universe has much bigger plans for you. When you are discouraged and things are not working according to your plans, realize that there's something else out there guiding you; and that which you perceive as a detour might be the actual road you must travel on.":1,"#You've probably heard the ancient story of the 3 blind men trying to describe an elephant. One touches the tail and describes the elephant as a snake. Another stumbles against the side and describes the elephant as a wall. Yet the other touches the leg and describes the elephant as a tall tree.":1,"#<strong ljsid-0=\"\">Andres Lara</strong> is an international-selling author and sought-after motivational speaker who speaks to companies and groups from all walks of life on the psychology of how to move forward when you feel like quitting.":1,"#<strong ljsid-1=\"\"> 2. Failure is a prerequisite. </strong> Your failures exist for one and only one reason: to make your future successes possible. Instead of complaining and asking life to stop throwing things at you, start recognizing your current dilemma as building material. Life tosses bricks to all of us; it's up to you to build an artistic masterpiece or to end up with a pile of rubbles.":1,"#@motivation911 or call 239-424-9152.":1,"#Hypernomics":1,"#Charles Spinosa, Matthew Hancocks, Haridimos Tsoukas":1,"#Todd Tierney":1,"#Mike Saksa":1,"#Sergei Klebnikov, Hank Tucker":1,"#Recently Viewed <span ljsid-2=\"\">(65)</span>":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Jo Owen":1,"#Clicking this link will redirect to relevant products for the Topics Business Finance.":1,"#Clicking this link will redirect to relevant products for the Topics Finance.":1,"#The weighted average cost of capital, value-based management, mergers and acquisitions, and risk management are part of today's corporate finance climate. Understanding how they work and how to implement them in the day-to-day business world can be a daunting task. In Strategic Corporate Finance, Justin Pettit provides real-world applications of the principles of modern corporate finance. He takes a holistic approach to enterprise management by placing an emphasis on actionable, strategic implications and addressing performance measurement, valuation topics, and optimal capital structure. After reading this book, Chief Financial Officers, treasurers, board members and senior operating executives will have an improved practical understanding of corporate finance issues. Managing for value is the mantra of many executives. This occurs, despite the fact that much of the academic literature and many analysts interpret managing for value initiatives as merely advances in metrics and measurement. According to the author, this narrow interpretation implies little fundamental change to the behavior of the people and processes responsible for the decisions and actions that create value.":1},"version":196766}]