[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文(简体)","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"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,"sdkAnalytics":true,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":205321},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":205321},{"_id":"outdated","outdated":{"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Peter Fuda</a></strong> is an internationally respected authority on business and leadership transformation. As a researcher, consultant, business leader, speaker, and published author, his approaches to transformation have impacted multinational companies across the globe. He is a regular commentator across print, TV, and radio media.":1,"#So as a leader, if you want to bridge this gap between how you <em ljsid-1=\"\">intend </em>to motivate and encourage others to behave versus how you might <em ljsid-3=\"\">actually</em> motivate and encourage others to behave, the best advice I have for you is to spend the time up front. Spend the time up front to define what success looks like, to articulate the boundaries, to articulate what you will do and what your colleague will do, and that will allow you to play your best game together.":1,"#Well, if you think about it, that's very similar to leadership. If I work for you, unless I know, “What does success look like, what do you need from me? What role you're going to play? What are the consequences for success or failure? And where are the boundaries of this game?” I can't give you my discretionary effort.":1,"#And the analogy that I would often use here is a soccer field. Now most people understand soccer is played by men and women, boys and girls all around the world. Now when there's a professional game of soccer, and people don't go into a paddock and run around in circles. There's a stadium and everybody knows where the stadium is, and when you go into the stadium, you look up and there's a scoreboard. And the scoreboard tells the teams who's in front and who's behind. And then, if you look on the field, there are goal posts. And there's a really noble concept in soccer that for 90 minutes those goalposts do not move. And then, there are corner flags and lines drawn, and they think of those like the values of the organization. Once the ball goes out of those lines, the game stops. Not everybody can play center forward. Everybody has to play a different position. And if the coach doesn't like what's going on, he or she can't run on the field and grab the ball. All he or she can do is set the plays, pick the teams, send them out, bring them back in, “re-jig” things, and send them out again.":1,"#So the most common things leaders will talk to me about is, on the one hand, I need to deliver for my shareholders, I need to manage risk, I need to manage reputation, and therefore, I feel like I need to maintain a pretty tight control. On the other hand, I want discretionary effort, I want speed of execution, I want entrepreneurialism. But I'm scared if I take my hands off the wheel, I'll get chaos. Now, obviously, this is a false choice. There is a third space, and that third space is really creating a context for others to be successful.":1,"#So, how we actually motivate and encourage others is typically, we motivate and encourage them to depend on us for all critical decision; to avoid responsibility, so as not to blame for a mistake; and to compete with their peers for our attention in spite of our noble intentions. And so, one of the underlying factors here that we see showing up time and time again is this tension that leaders feel, at least in their mind, between control on the one hand and chaos on the other.":1,"#We've now worked on four or five continents, men and women, CEOs and leaders, and what I can tell you is that plus or minus 5%, we all have almost exactly the same ideal way to motivate and encourage those who we work with. Ideally, what the research tells us is we would like to motivate and encourage others to set and achieve worthy goals, to bring their whole self to work and act in creative and innovative ways. We'd like them to develop themselves and to develop others. And we'd like them to build high-quality, healthy, collaborative, trusting relationships with their peers. That's how we would like to motivate and encourage others.":1,"#We've now worked on four or five continents, men and women, CEOs and leaders, and what I can tell you is that plus or minus 5%, we all have almost exactly the same ideal way to motivate and encourage those who we work with. Ideally, what the research tells us is we would like to motivate and encourage others to set and achieve worthy goals, to bring their...":1,"#So there's a very distinct gap between how leaders would <em ljsid-1=\"\">like</em> to motivate and encourage those who they work with versus how they <em ljsid-3=\"\">actually</em> motivate and encourage those who work with them.":1,"#Clicking this link will redirect to relevant products for the Speaker Peter Fuda.":1,"#master-your-motivation":1,"#New research on motivation reveals that thriving is rarely the result of promises, pressure, tensions, or fears. Surprisingly, it’s not often the result of willpower or discipline. Instead, thriving comes...":1,"#It’s human nature to want to thrive, excel, and find fulfillment. People want to be engaged in their work, feel challenged, and be encouraged to learn and grow. However, few theories of motivation take those desires into account. Instead of encouraging intrinsic forms of motivation, they encourage bribes, prodding, praise, or punishment to force others to make moves to achieve objectives.":1,"#Three Scientific Truths":1,"#Part One: The Truth about Motivation":1,"#Coaches encourage it, seminars teach it, books emphasize it, and podcasts examine it—yet for millions of people, motivation remains out of reach. The reason is that most motivational theories are inaccurate, incomplete, or unproven. Further, the techniques they prescribe are misunderstood and misapplied. In <strong ljsid-1=\"\">Master Your Motivation</strong>, Susan Fowler offers a new approach. She reveals three new scientifically proven truths that can help you understand your personal willpower and start making real progress toward your goals.":1,"#ISBN: 978-1-5230-9862-0":1,"#©2019 by Susan Fowler":1,"#by Susan Fowler":1,"#Three Scientific Truths for Achieving Your Goals":1,"#Master Your Motivation":1,"#Employee engagement has been sinking for decades, and businesses are spending billions of dollars trying to become more engaging. These efforts are likely to fail, according to Jacob Morgan in The Employee Experience Advantage, because organizations are focusing on the wrong things. The problem isn’t employee engagement—it’s the employee experience that causes a lack of engagement. Organizations that create a great employee experience attract and keep talented employees who are engaged and productive. Morgan provides insights into what organizations must do to become “Experiential” companies where people want to work, rather than places people have to work at because they need a paycheck.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Jacob Morgan":1,"#The Employee Experience Advantage":1,"#For years, leaders have focused on designing, building, and influencing their organizational cultures. But too often, they find that the environment and ways in which people work can be difficult to change and shape. In HBR’s 10 Must Reads On Building a Great Culture, 20 of the world’s leading management thinkers share their research, ideas, and best practices for recognizing cultural inhibitors, inspiring change, and overcoming implementation challenges. Their collection of approaches can help leaders build better organizational cultures, improve collaboration, foster trust, and realize better outcomes.":1,"#HBR's 10 Must Reads On Building a Great Culture":1,"#In order to do their best work, employees need to feel like they belong. Garry Ridge offers simple steps you can take to help employees experience a sense of belonging in your organization.":1,"#Create a Strong Sense of Belonging":1,"#nota":1,"#Liderazgo ... (2)":1,"#Recently Viewed (34)":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Dorie Clark</strong></a> is the author of <em ljsid-2=\"\">Reinventing You</em> and <em ljsid-4=\"\">Stand Out</em>, which was named the number one Leadership Book of 2015 by <em ljsid-6=\"\">Inc</em>. magazine, one of the Top 10 Business Books of the Year by <em ljsid-8=\"\">Forbes</em>, and was a <em ljsid-10=\"\">Washington Post </em>bestseller. A former presidential campaign spokeswoman, Clark teaches at Duke University’s Fuqua School of Business. She is a frequent contributor to <em ljsid-12=\"\">Harvard Business Review</em> and is a consultant and speaker for clients such as Google, the Bill and Melinda Gates Foundation, and World Bank. She is also a producer of a multiple Grammy-winning jazz album. You can download her free <em ljsid-14=\"\">Entrepreneurial You</em> self-assessment and learn more at <a ljsid-16=\"\">www.dorieclark.com</a>.":1,"#While there are many ways to achieve financial success, the ultimate reward is the freedom that entrepreneurship brings. Your success can bring you the independence to live your life however you choose, the opportunity to work on topics that you’re passionate about, and the ability to allocate time to the projects that matter most to you. By monetizing your expertise, you can impact and influence others while engaging in truly meaningful work.":1,"#Live the Life You Want":1,"#<em ljsid-0=\"\">Venture partnerships</em>. Form relationships with other entrepreneurs to increase the revenue of both of your ventures. Partner with people who have common focus areas so you can gain access to new, niche groups of people who may be interested in your products.":1,"#<em ljsid-0=\"\">Affiliate relationships</em>. Encourage your audience to purchase products from affiliate vendors who give you a share of the revenue. You may consider using Amazon Associates or a similar program to boost your revenue.":1,"#Once you have developed a following, you can begin to generate revenue in two new ways:":1,"#Leverage Intellectual Property—Affiliate Marketing and Joint Ventures":1,"#<em ljsid-0=\"\">Online communities</em>. Online communities that are actively curated to be civil and informational can be highly valuable to your target audience. Your customer base may be willing to pay to connect with others, build relationships, and access useful content that’s targeted to their specific line of interest.":1,"#<em ljsid-0=\"\">Subscription services</em>. Subscription services that offer access to interviews, articles, or information that are specific to your niche audience can be a good source of revenue for your business. Hook your audience by offering a free sample of your services, and provide the option of membership to gain full access.":1,"#<em ljsid-0=\"\">Virtual summits</em>. Virtual summits that connect your audience with high-profile experts are an inexpensive way for your audience to access your expertise, network, and services. These summits can generate a good stream of revenue while also helping you boost your public profile and network.":1,"#<em ljsid-0=\"\">Electronic books</em>. Ebooks are an effective, inexpensive way to transmit information to your target audience. They’re simple to create, self-publish, and sell, and they can be an excellent source of revenue if you have taken the time to build trust with your audience.":1,"#You can extend your following by creating lower-priced alternatives to your high-level offerings. Some of your followers may not be able to afford your online courses or coaching services, but they may be interested in accessing your expertise through less expensive means, such as:":1,"#Create Digital Products and Online Communities":1,"#Creating an online course can help extend your reach and impact. Consider what your audience wants, test your assumptions, and seek feedback before moving forward. Make sure that you craft a compelling narrative that will resonate with your audience, and price your course in a manner that reflects the value, support, and results that your customers can expect.":1,"#Leverage Your Platform by Creating an Online Course":1,"#Part Three: Extend Your Reach and Impact Online":1,"#Once you have built a following through your speaking engagements, podcasts, blogs, or vlogs and have worked with individual clients through coaching or consulting, you will begin to find revenue-generating ways to bring your followers together. Conferences, workshops, and mastermind groups that foster camaraderie with other business professionals are highly lucrative ways to cultivate learning and connections. Think about who might be interested in attending, which pressing topics your audience members would pay to hear more about, and the ways in which you can make your event a standout success.":1,"#Bring Your Followers Together":1,"#<em ljsid-0=\"\">Start your own blog or vlog and focus on building an organic following</em>. Regularly add relevant, insightful content, and consider monetizing your materials through ads or corporate-sponsored posts.":1,"#<em ljsid-0=\"\">Blog relentlessly on a variety of sites</em>. As your reputation builds, you can begin to contribute your knowledge on well-known media outlets. This approach allows you to build <em ljsid-2=\"\">social proof</em>, which will further enhance your reputation and attract corporate sponsors.":1,"#Blogs and video blogs (<em ljsid-1=\"\">vlogs</em>) can also help you build a following. There are two specific ways in which you can monetize your expertise:":1,"#Develop Your Audience by Blogging and Vlogging":1,"#Frequency and longevity are essential for podcasting success. Release new episodes on a regular, predictable basis over a long period of time. As your listenership builds, you can begin earning advertising revenue. Most podcasters can earn $20 per one thousand downloads from advertising support, but top podcasts can earn as much as $100 per one thousand downloads, which can make podcasting quite lucrative for professionals who have a large base of listeners.":1,"#Use podcasting to further monetize your expertise. Competition in podcasting can be stiff, but there are opportunities to make your mark: Make your podcast different from other podcasts that are popular with your target audience, and be sure to focus on a narrow subject-matter niche instead of covering a broad topic like sports or marketing.":1,"#Build a Following Through Podcasting":1,"#Over time, your reputation will build, and you will begin to generate a demand for your speaking services. This is when you should begin charging a fee for your services. As a new speaker, you may earn $500–$2,500 for a speaking engagement, and as you become more well-known, this number can rise. In fact, very well-known speakers may earn $20,000–$35,000 per talk, and those with celebrity status can earn as much as $300,000 per keynote.":1,"#Public speaking can be an excellent way to make your ideas known and secure new clients for your consulting or coaching business. However, when people are unfamiliar with you and your level of expertise, securing speaking engagements can seem impossible. Start small. Begin speaking for free wherever you can so you can build a following while honing your speaking skills and presentation style.":1,"#Build a Speaking Practice":1,"#<em ljsid-0=\"\">License your intellectual property</em>. License the coaching materials or methodologies that have proven to be successful to interested parties to access another stream of revenue.":1,"#<em ljsid-0=\"\">Generate revenue with a premium offering</em>. Identify high-ticket, premium services that you can offer your clients, and build a clear value proposition for those ideas.":1,"#<em ljsid-0=\"\">Systematize your approach</em>. Look for ways to standardize your approach so you can consult more efficiently and continue taking on new clients.":1,"#<em ljsid-0=\"\">Expand your practice</em>. Seek out referrals and find new ways to make connections. You may consider reaching out to satisfied customers to request referrals, or you might look at your existing customer base to find connections in adjoining departments or fields.":1,"#<em ljsid-0=\"\">Make a substantive contribution</em>. Learn what makes your offering unique, and strive to contribute valuable insights and perspectives that will justify the fees that you charge for your services.":1,"#<em ljsid-0=\"\">Grow your network</em>. Ask friends, family members, and other contacts to introduce you to people who could use your services, and consider giving free talks in forums that will help you to access more people in your target demographic.":1,"#<em ljsid-0=\"\">Develop your initial market</em>. Gain experience by offering your service to your existing network of contacts. These people know and trust you, and they will likely listen to your advice even without a track record in consulting.":1,"#Focus on the following tasks to maximize your earnings, reputation, and ability to succeed as a coach or consultant:":1,"#Coaching and consulting provide an excellent source of side-stream income: There are minimal costs to launching a coaching or consulting business, and you can begin earning money right away. Furthermore, you can use your coaching and consulting work to gain knowledge, build a base of passionate advocates, and test and refine your ideas before bringing them to a larger audience.":1,"#Become a Coach or a Consultant":1,"#When beginning your entrepreneurial journey, you may have underpriced your time or services to gain recognition and build momentum. Now, you must understand the value of your expertise and gain the courage to monetize your business. You may lose some of your early followers who balk at paying, or paying more, for content, but it’s an imperative step to establishing long-term security for your brand.":1,"#The Courage to Monetize":1,"#Part Two: Monetize Your Expertise":1,"#Earning trust is imperative to establishing and building your brand, but your ultimate goal is to convert your audience into paying customers. This shift is difficult for many entrepreneurs, but you must find ways to monetize your content so you can offer real value and formulate a successful, sustainable business.":1,"#To build a sustainable, lucrative portfolio career, you must first gain the trust of your audience and make them want to do business with you. Cultivate a trust-based relationship by creating valuable online content, writing a book that demonstrates your expertise, or building social proof of your capabilities. Regardless of the path that you choose, it’s important to foster the connections that you build. Keep in touch with your audience through email, blog posts, and social media, and work to deepen their trust in you.":1,"#First, Become a Trusted Source":1,"#Whether you’re traditionally employed or an aspiring entrepreneur, you can monetize your expertise and create sustainable streams of income by establishing a <em ljsid-1=\"\">portfolio career.</em> Diversify your career by piecing together freelance work with other side streams of income. Through this approach, you can boost your financial security, enhance your satisfaction in your work, and regain a sense of control over your career, finances, and life.":1,"#The Entrepreneurial Opportunity":1,"#Part One: Build Your Brand":1,"#<em ljsid-0=\"\">Extending your reach</em>. Build upon your success by reaching new audiences. Create online courses, digital products, or online communities to boost followership, and consider leveraging your intellectual properties to further increase your stream of revenue.":1,"#<em ljsid-0=\"\">Monetizing your expertise</em>. Offer valuable service to your target audience that can provide a consistent stream of revenue to your venture. Consider becoming a coach or consultant, building a speaking practice, developing a podcast or blog, or hosting content-rich conferences and workshops to begin monetizing your expertise.":1,"#<em ljsid-0=\"\">Building your brand</em>. Become a trusted source for information. Share useful content with your target audience and gain social proof of your capabilities to build and establish your brand.":1,"#You can gain independence in your professional life and make money doing what you love by:":1,"#Many aspiring entrepreneurs dream of independence and the ability to focus on passion projects, but the journey to success can be difficult, and few entrepreneurs reap the benefits and freedom that they desire. In <strong ljsid-1=\"\">Entrepreneurial You</strong>, Dorie Clark presents her secrets to entrepreneurial success. Based on her own experiences and insight gained from 50 small-business entrepreneurs who profit from doing work that they love, Clark has developed a blueprint to help you monetize your expertise, bring in a steady flow of clients, and build a thriving and sustainable business that will help you achieve your entrepreneurial goals.":1,"#©2017 by Dorie Clark":1,"#Monetize Your Expertise, Create Multiple Income Streams, and Thrive":1,"#It’s important to leverage your people’s entrepreneurial mindset in order to create long-term value for your team and your organization. Michael Caito reveals the 3 characteristics you should look for in your managers to ensure they have an entrepreneurial mindset.":1,"#Leverage an Entrepreneurial Mindset to Create Long-Term Value":1,"#Professionals who contribute more to their companies receive more in return. Dr. Eddie Obeng provides tips that will help you make the transition from having an employee mindset to having entrepreneurial mindset.":1,"#How to Think More Entrepreneurially":1,"#Many aspiring entrepreneurs dream of independence and the ability to focus on passion projects, but the journey to success can be difficult, and few entrepreneurs reap the benefits and freedom that they desire. In Entrepreneurial You, Dorie Clark presents her secrets to entrepreneurial success. Based on her own experiences and insight gained from 50 small-business entrepreneurs who profit from doing work that they love, Clark has developed a blueprint to help you monetize your expertise, bring in a steady flow of clients, and build a thriving and sustainable business that will help you achieve your entrepreneurial goals.":1,"#380 Results found for <span ljsid-1=\"\">\"Entreprenurial\"</span>":1,"#The Affluent Entrepreneur":1,"#Entrepreneurial You":1,"#Innovation and Entrepreneurship":1,"#The Entrepreneur's Solution":1,"#Disruptive Entrepreneurship":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Dr. Betty Uribe</a></strong> transforms business, culture, and people through values based leadership. She is the Executive Vice President of California Bank & Trust and a sought-after dynamic bilingual, bi-cultural, international speaker, consultant, coach, and author. A recognized authority on the psychology of leadership, organizational turnarounds, and peak performance, she has been honored consistently for her strategic intellect. With a drive for business and a heart for making a difference, Uribe shares her passion for values on a global scale.":1,"#So how do you know what your values are? It's very simple. Take your calendar and take a look at everything that is in your calendar for a 4-week period, and then, chunk it into 15-minute increments. Then, aside from that, take a look at what is most important to you and make a list of the top things that are most important to you. Go back to your calendar for 1 month and make tick marks of every time you did one of those things that are most important to you. That will tell you exactly what is most important to you, because it's your actions that are going to tell you. Those things that you placed most importance on, those things that you schedule with a priority, those are the things that are most important to you.":1,"#Rokeach did a values survey where he talks about <em ljsid-1=\"\">instrumental values</em> and <em ljsid-3=\"\">terminal values</em>. Instrumental values are those values that you take with you throughout your career and throughout your life. Your terminal values are the ones that you're going to be toasting to at your 80th birthday toast or your 90th birthday toast, if you're lucky. And so, if you think about what is most important to you, those are the things that are your values. Now the key is not just discovering your values, the key is living according to those values.":1,"#Rokeach did a values survey where he talks about <em ljsid-1=\"\">instrumental values</em> and <em ljsid-3=\"\">terminal values</em>. Instrumental values are those values that you take with you throughout your career and throughout your life. Your terminal values...":1,"#So, many times I've been asked, “How is it that you discover your values?” Think about your 80th birthday toast. Have you ever thought about what you're going to be toasting to at the end of your life? If you think about where you're going to be at the end of your life, those are the things that are going to be most important to you.":1,"#Clicking this link will redirect to relevant products for the Speaker Betty Uribe.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Kelly Mackin":1,"#Leaders are more effective when they lead with their strengths. Joanna Barsh provides an exercise you can employ to uncover your strengths and become a more authentic leader.":1,"#How to Uncover Your Strengths":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">427</span>":1,"#No Results found for <span ljsid-1=\"\">\"familia\"</span>":1,"#244 Results found for <span ljsid-1=\"\">\"familia\"</span>":1,"#The article discusses the significance of building culture of accountability in business enterprises. According to the authors, performance management and achieving excellence regularlyu at all the levels of the organization depends on the fact that everyone understands that they are required to meet key performance indicators.":1,"#Extracting Performance and Accountability From Your People":1,"#The article discusses how entrepreneurs got to manage a company while a personal crisis or problem happened at the same time. It reflects on the personal experience of entrepreneur Chris Carter when he tried to tend his startup company Approyo and his daughter who had an epilepsy. Carter shares how a family crisis can be manageable as long a leader is willing to make the right changes.":1,"#When Life Gets Complicated":1,"#104 Results found for <span ljsid-1=\"\">\"familia\"</span>":1,"#I'll never forget dropping off my four sample cauli flower-crust pizzas with the receptionist. Dad was a Holocaust survivor who came to America at age 12 with no money, family, education - or ability to speak English. I sold my dad's small, pink house in the heart of San Francisco, which he bought in the 1970s for a fraction of its current-day price; I dropped every cent into the company.":1,"#Take Your Time Before You Take the Money":1,"#Speaker Spotlight: Herminia Ibarra":1,"#As a community, it's important to be dedicated to empowering people with disabilities in becoming full participants in our society. We can all make this goal a reality by using language that reflects our respect for people with disabilities.":1,"#Focus on People First":1,"#409 Results found for <span ljsid-1=\"\">\"familia\"</span>":1,"#Business often places brutal demands on executives working in the international sphere. Sometimes it’s difficult to ascertain the best way forward. In It’s Not Always Right to Be Right, Hamish Thomson shares leadership insights he’s gained throughout his career as head of multinational brands. His advice can help anyone who’s determined to succeed in the global marketplace, whether that person is a fresh-faced account executive or a seasoned global leader.":1,"#It's Not Always Right to Be Right":1,"#Diversity, inclusion, and equity are topics that are gaining traction in many workplaces; however, many organizations continue to cling to ineffective programs, favor the right words over the right actions, and ignore the true causes of bias and division among the people they employ. In Racial Justice from Harvard Business Review Press, 11 experts take on these topics and offer advice for leaders and professionals who seek change. They share articles that can help leaders understand what it means to take meaningful actions, how and why they must commit to change, and how to lend support to their teams, and they help professionals speak up and out about the racism, bias, and discrimination that continue to prevail in their environments.":1,"#Racial Justice":1,"#Across industry sectors, business leaders have widely embraced agile methodologies. Unfortunately, some companies misuse agile concepts and end up generating organizational chaos. In Doing Agile Right, Darrell Rigby, Sarah Elk, and Steve Berez offer insights and best practices that are designed to help senior executives, agile team members, and startup companies engage in “Agile Done Right,” rather than “Agile Done Wrong.”":1,"#Doing Agile Right":1,"#Life’s lessons can’t be taught in a textbook or in a classroom. To grow and move forward while embracing all of life’s challenges and gifts, we must put aside our egos, build solid foundations, and stay true to our beliefs. In Life Done Right, entrepreneur Ralph Anania teaches us how to unlock life’s hidden treasures and direct our energy into achieving the best possible outcomes for ourselves, our loved ones, and the world.":1,"#Life Done Right":1,"#Research shows that most entrepreneurs are doomed to fail. This isn’t because they’re incompetent or have bad ideas, but because they don’t check to see if there’s a sufficient demand for their products before going to market. In The Right It, Alberto Savoia provides a step-by-step guide to conducting quick, easy, and affordable experiments to test the viability of business ideas. By collecting data on how your new product idea may be received by the market, you can dramatically improve your chances of success.":1,"#The Right It":1,"#The article offers suggestions on how to deal with ethical situations. It highlights the significant relations between attorney and client to keep and legally obligated confidential information. Also discussed is the serious matter about the impact of misused public funds to determine inappropriate charged by a government official.":1,"#Right, Wrong, or Just Blurry":1,"#394 Results found for <span ljsid-1=\"\">\"derecho\"</span>":1,"#Ken Moore":1,"#The article discusses on the managers who lack basic financial skills and often rely on the finance team to raise red flags, highlight opportunities, identify risks and even explain financial results. It states that it is important for the company to strengthen its management team's financial skills for them to relate their day-to-day decisions to the financial performance of their units and understand how they affect the organization's financial position as a whole.":1,"#Financial Skills Every Manager Should Be Able to Navigate":1,"#Many working parents are overwhelmed with responsibilities. They have roles to play at work, at home, in the world, and in their communities, which leave them little time to consider who they are and what they value most. In Parents Who Lead, Stewart D. Friedman and Alyssa F. Westring offer a new approach to addressing this challenge. Using methods from the best-selling book Total Leadership, they show parents how to regain control of their lives, engage more effectively with their children, and forge a better future.":1,"#Alyssa F. Westring, Stewart D. Friedman":1,"#Parents Who Lead":1,"#How do you successfully balance work and parenthood? Working parents need special strategies for their career success, and Brian Fetherstonhaugh shares 4 that he’s seen work the best.":1,"#How to Successfully Balance Work and Parenthood":1,"#In an interview with Forbes, company president Maggie Hardy Knox discussed what makes her organization unique, how to weather hard times and profit from good, the advantages of family ownership and more.":1,"#If you’re a working parent, and so is your partner, you know that it’s challenging to juggle the priorities of your personal and professional lives. While there’s no single path that will fit every family, best practices do exist that can help you chart a course. Two-Career Families, which is part of the HBR Working Parents series, offers a curated selection of relevant articles from a wide range of experts who offer advice on how to approach your working and parenting life with confidence and intent.":1,"#Two-Career Families":1,"#408 Results found for <span ljsid-1=\"\">\"familia\"</span>":1,"#Humans have automatic, instinctive responses. In Using Behavioral Science in Marketing, marketing expert Nancy Harhut explains how to harness the power of hardwired behavior. In this step-by-step guide, you’ll learn how to apply the principles of behavioral science to key areas of marketing to increase customer engagement, convey desirability, and promote action.":1,"#Using Behavioral Science in Marketing":1,"#413 Results found for <span ljsid-1=\"\">\"conductual\"</span>":1,"#386 Results found for <span ljsid-1=\"\">\"contabilidad\"</span>":1,"#385 Results found for <span ljsid-1=\"\">\"contabilidad\"</span>":1,"#Leading Continuous Change":1,"#Connectable":1,"#Converge":1,"#Control the Conversation":1,"#When People Managers Should Contact HR":1,"#The Constant Contact Guide to Email Marketing":1,"#Make Your Contacts Count":1,"#Contagion":1,"#Contagious":1,"#Ce site Web utilise des technologies telles que les cookies pour activer les fonctionnalités essentielles du site, ainsi que pour analyses, personnalisation et publicité ciblée. Vous pouvez modifier vos paramètres à tout moment ou accepter les paramètres par défaut. Vous pouvez fermer cette bannière pour continuer avec uniquement les cookies essentiels.":1,"#are-your-team-members-working-together-or-simply-working":1,"#is a member of the brand team at Wiley":1,"#Valerie Evangelista":1,"#THE SUPPLIER: The Five Behaviors of a Cohesive Team <a ljsid-1=\"\">www.fivebehaviors.com</a>":1,"#THE FIVE BEHAVIORS OF A COHESIVE TEAM™":1,"#THE COMPANY: Braskem America <a ljsid-1=\"\">www.braskem.com.br/usa</a>":1,"#The program's ability to translate across departments demonstrates its versatility and the unlimited value it can have in any organization. \"It's spreading, and that's a testament to its effectiveness,\" says Nikolich. \"It's practical, measureable, and you can use it in the context of your own company culture with real things that are happening in business today, which makes it that much more powerful.\"":1,"#The team's growth caused a ripple effect throughout the Philadelphia headquarters, resulting in plans to bring the full facilitated program to various departments.":1,"#Although the polypropylene team has been reorganized since the Five Behaviors experience, the power of the program has not waned. \"The Five Behaviors has a long-lasting impact that people will remember for the rest of their careers. It will impact the way they work on any future teams, too,\" Cullen says.":1,"#Expanding beyond the team":1,"#After six months, the team was happy to learn that they improved in all five of the behaviors. They created a set of shared beliefs to solidify their key takeaways from the program.":1,"#Because of their action planning, they successfully streamlined the structure of their staff meetings. They agreed to convene over two half-days and include a feedback loop to address any questions or issues. These simple, yet efficient changes helped team meetings run better.":1,"#The team completed the modules on conflict, commitment, accountability, and results through four off-site workshops over a seven-month period. They created an action plan at the end of each workshop to reinforce what they had learned.":1,"#Practice makes progress":1,"#Rather than ignore the issue and move on, they took time to apologize to each other. \"I don't think we would have done that six months ago,\" says Williams. This small act set an example for their peers. The program was beginning to create significant change.":1,"#The team was able to see the value of vulnerability-based trust in action. In one instance, Williams and a fellow team member had a disagreement.":1,"#Williams had a tendency to react defensively when people questioned his methods and sales approach. He often ran into conflict with people in manufacturing who relied on data. \"I felt I was being attacked and they thought they were trying to help, so we really had to evolve, which made us better in the end,\" he says.":1,"#\"When you're talking about your background and challenges you overcame in your personal life, you start connecting the dots with why someone may behave or think like they do,\" says Darrell Williams, director of sales.":1,"#Cullen demonstrated the first behavior by challenging each person to be vulnerable by sharing something from their personal lives. Consequently, they gained insight about their peers and saw one another beyond their functional work roles.":1,"#\"It made me realize that maybe we weren't as good as I imagined,\" says Kevin Towles, director of strategy, \"but that reset the bar in terms of expectations.\"":1,"#As an accredited facilitator of the Five Behaviors, Cullen brought the team through the full program. She started with trust, the foundation of the model. To the team's surprise, they scored lowest in trust on the team assessment.":1,"#Opening up to the process":1,"#Based on Patrick Lencioni's bestselling book, The Five Dysfunctions of a Team, the Five Behaviors program helps teams discover how to become more cohesive and productive. Teams learn how to apply the five behaviors of teamwork—trust, conflict, commitment, accountability, and results—to their everyday lives. The program pairs the Five Behaviors model with a personality inventory, which helps people understand how personality affects team development. Together, the nine polypropylene team members would experience teamwork in a memorable way.":1,"#Elizardo discovered many of Braskem's values in a particularly unique team solution. Susan Cullen, president of Quantum Learning Solutions and authorized partner of the Five Behaviors of a Cohesive Team, proposed a program that would make a difference throughout the Braskem organization.":1,"#Solution for success":1,"#He worked with Kelly Elizardo, Braskem's culture, learning, and development leader, to find a sustainable program that would make a lasting impact more so than a one-time training session.":1,"#Nikolich wanted to help his team reach its peak. \"The team was provocative and challenge-oriented on business topics, but not tuned in to their individual relationships as team members,\" he explains. \"I wanted a practical team building activity that was founded in behaviors and that could be customized to enhance relationships to take the team to a higher level of performance.\"":1,"#Rated as a \"Top Workplace\" in Philadelphia and Pittsburgh, Braskem credits much of its success to its investment in employee and team development. The company culture emphasizes principles such as trust and continuous development, and demonstrates how much Braskem values its employees.":1,"#Rated as a \"Top Workplace\" in Philadelphia and...":1,"#The spirit of innovation":1,"#You have a team of talented individuals leading your organization. They each bring a breadth of experience to the company and are successful in their scope of work. But, do they work well with one another? Like several team leaders, Mark Nikolich of Braskem America struggled with this same question. Nikolich knew the members of his polypropylene team were high performers, but he believed they could be even stronger as a team. He was determined to help them meet their highest potential in the most effective way possible.":1,"#by VALERIE EVANGELISTA":1,"#A Work Group Gets a Jolt of Cohesiveness and Productivity":1,"#Clicking this link will redirect to relevant products for the Author VALERIE EVANGELISTA.":1,"#413 Results found for <span ljsid-1=\"\">\"Trabajo en equipio\"</span>":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Crystal Kadakia</strong></a> is a 2-time TEDx speaker, organizational consultant, and best-selling author, known for transforming the toughest workplace changes into exciting possibilities for our digital world. As a consultant, she brings organizations into the digital age, reimagining people strategies with clients in areas such as career development, learning culture, inclusion, leadership development, and employee engagement.":1,"#All of these practices help you know when to stop digging. It helps you know when you’ve got enough. Gathering data is absolutely necessary but not for the sake of more data. Keep purpose and acceptable risk in mind and you’ll find a strong compass for navigating our overwhelming digital world of information and choice.":1,"#Lastly, define acceptable risk and readiness for experimentation. There’s a moment when you realize you won’t know how something will land until you do it. Take the time to define the risk of doing. Once the risk of not getting it perfect on the first try is acceptable, move forward. This is different for every business and every person, but many have no idea what level of acceptable risk they are aiming for at all, and so they have no finish line for gathering data and making a decision.":1,"#Let go of perfection. It was easier pre-digital to let go of needing to know everything; now everything feels knowable and we want to know it, but we also want to move forward. When you get to the point where you can’t answer why you need more data or what difference it will make, that is when you are aiming for perfection, even over making progress.":1,"#Recognize when you’ve reached a point of analysis/paralysis; this is easy—it’s that moment where you are scrolling and scrolling through options, your brain starts to feel mushy. It’s also when the project calendar keeps dragging out longer and longer with no end in sight.":1,"#Trust data filters. If a thousand people have rated something positively, don’t hone in on the 10 that had negative comments. If your team has surveyed a statistically valid sample and asked the right questions to the right people, don’t keep looking for more. There will always be more to look at, which brings me to my next point.":1,"#Start by choosing what not to look at. Knowing what you are looking for and what you’re not is the heart of navigating information, choices, and decisions. Spend time upfront defining what data you need and why; be clear on boundaries of what to ignore.":1,"#Have you ever had the feeling that, the problem nowadays is too much choice? I have. I’ve watched myself, people, and organizations take in more and more information and yet not take action. We might have thought that having more information would make decisions easier, yet often it makes it harder. We get overwhelmed, we wonder what else we are missing. Or the effort to parse through data slows projects to a standstill. So, what can we do differently? Here’s a few tips I use to help facilitate leadership and team decision making:":1,"#Permita que el sitio web recuerde las elecciones que realiza (como su nombre de usuario, idioma o la región en la que se encuentra) y proporcione características mejoradas y más personales. Por ejemplo, un sitio web puede proporcionarle informes meteorológicos locales o noticias de tráfico al almacenar datos sobre su ubicación general.":1,"#Cuando visita sitios web, pueden almacenar o recuperar datos sobre usted utilizando cookies y tecnologías similares (\"cookies\"). Las cookies pueden ser necesarias para la funcionalidad básica del sitio web, así como para otros fines. Tiene la opción de deshabilitar ciertos tipos de cookies, aunque hacerlo puede afectar su experiencia en el sitio web.":1,"#332 Results found for <span ljsid-1=\"\">\"Toma de deciones\"</span>":1,"#No Se Encontraron Resultados":1,"#No Results found for <span ljsid-1=\"\">\"estilo laboral\"</span>":1,"#developing-creativity-in-the-world-of-work":1,"#Copyright of New Zealand Management is the property of Adrenalin Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.":1,"#Question the status quo and challenge assumptions. Employ someone new who doesn't quite fit your business mould. Gone are the days of \"we always do it this way\" -- take fresh approaches when looking at products, procedures and services to gain new perspectives.":1,"#Praising all ideas, bad or good, will increase your teams' willingness to contribute as fears of rejection disappear. Follow through with submitted ideas and quickly forgive those that flop. Each rewarded idea becomes stimuli for the next.":1,"#Experiment with processes and change around your work environments, being wrong and trying new methods is an essential part of the creative process.":1,"#Let your team work on pet projects; personal creative satisfaction translates into workplace effort. The Post-It Note was invented because 3M allowed the creator to spend time developing it.":1,"#Use experiential art to tap into the right brain; this stimulates creative and lateral thought to address existing or potential workplace problems. Get your team drawing and painting when brainstorming to breakdown inhibitions.":1,"#Focus on team well-being and enjoyment by decreasing workplace distractions to promote trust and comfort. Encourage casual exchanges where your team can joke and laugh. This stimulates bursts of energy through endorphin release.":1,"#A creative team adds value to their organisation by exploring new ideas, perspectives and solutions. Leaders play a vital role in organising open-minded environments that foster creativity. Some ways to spark creativity and innovation include:":1,"#Christine Melchior is Engagement Strategist and Creative Educator at CM Creative Solutions Ltd a company that offers arts-based leadership training. <a ljsid-1=\"\">www.cmcreativesolutions.com/</a>":1,"#CREATIVE TEAMS":1,"#Remember -- you are finding ways to address the feelings that normally prevent you acting outside of expectations or habitual ways of being. Carefully reflecting on these experiences will simultaneously be bringing new material and perceptions to your imagination.":1,"#Require your body to respond differently -- join an improv group, leant dancing, try singing or learning a musical instrument":1,"#Train your eye -- join an art class, observe artworks with a guide, tell a story with photos.":1,"#Using your hands -- build a model, pull something apart, make a sculpture.":1,"#Important to grasp is that whatever domain you apply creativity to, developing it is significantly effected through your bodies senses, which also inform the imagination. It's not only knowledge as concepts and information but importantly your ability to be comfortable with navigating the feelings of chaos, risk, and uncertainty that lead to novel associations. This capability is best developed by stepping outside of a 'work' environment and engaging in experientially based exercises or projects, for example:":1,"#Various uses of the term 'creative' in work descriptions and organisational literature indicate just how ubiquitous this quality is in everything we do and consequently how critical. Not surprising is that it eludes a simple description or methodology for its acquisition as a capability!":1,"#David Kayrouz of Creative Pathways has a background in business and art and facilitates art-based workshops for businesses.":1,"#INFORM THE IMAGINATION":1,"#How effective are you in partnering with customers, suppliers, employees and even your competition to improvise 'good enough' solutions?":1,"#Do you simply adopt best practices learned from industry leaders or do you shape 'next practices' that will make your organisation the leader in the future?":1,"#How do you encourage risk taking and learning from failure? How do you measure it?":1,"#What structures, reward systems, processes, metrics and goals do you have in place to support creative leaders?":1,"#What cultural, political, organisational and technological barriers should your organisation overcome if it is to develop a cadre of creative leaders?":1,"#To develop creative leaders who can help your organisation cope with increasing complexity ask the following:":1,"#Creativity is not about products and services but about the way we think. That means identifying and challenging our current paradigms and mental models and finding ways to break them. For example, challenging the way we operate, challenging the way we manage our customers. Everything must be open to being challenged -- including how the senior leadership team leads!":1,"#When the word creativity comes up in business discussions, people's eyes glaze over. Talk about innovation and there is a little more interest. But innovation cannot happen without the foundations of imagination and creativity. It works like this: Imagination first -- defined as the ability to conceive of what is not. Creativity being imagination applied. Only then can you have innovation -- novel and useful creativity that generates value. Without imagination, without creativity, innovation cannot exist.":1,"#Wayne Morris is Managing Director of Future Edge Ltd, a New Zealand based consultancy that specialises in applying 'whole brain' approaches to leading, learning and creating. He founded the first New Zealand Creativity Challenge <a ljsid-1=\"\">www.nzcreativity.co.nz</a> and is currently involved in organising the next one for April 2015 hosted by the Learning Connexion.":1,"#INNOVATION AND CREATIVITY":1,"#Building a culture that attracts and makes the most of creative people is hard. They hold us to higher standards. But that's exactly what we need if we're to survive and thrive in a much more disruptive world.":1,"#If you want to get the most out of creative people you need to spend 10 percent of your time talking about things and 90 percent of the time making them. Not the other way around.":1,"#Creative people don't want to talk and strategise -- just like the adjective 'creative' implies, they like to create things. They get all of their gratification from seeing things making it out into the world, and they get extremely frustrated when it's all talk and very little ever ends up getting made.":1,"#<strong ljsid-1=\"\"> Less talk, more action -- </strong> Corporate culture tends to give a lot of time to going around the houses talking about things, navel-gazing and re-litigating. And often -- very often -- nothing comes out the end.":1,"#To get the most out of creative people, you need to tell them the truth. If you say something's your vision or something's a value of the company then you need to act on it 100 percent of the time.":1,"#We all know that we're meant to be 'customer centric' and have a vision for how our company is improving peoples' lives. But few leaders talk about their vision and values because they really truly mean them. Creative people are born with built-in, shockproof bullshit detectors. They can tell when management is saying things that they don't really mean. And when they see that, their motivation goes out the window.":1,"#Leadership Authenticity --":1,"#Attracting and nurturing creativity requires a different approach. Creative people are peculiarly sensitive to two key cultural factors:":1,"#Corporate culture evolved in a pre-disruption era where companies could thrive without being particularly creative or innovative. Management styles were designed to get the most out of uncreative people.":1,"#James Hurman, founder and principal of innovation consultancy Previously Unavailable, comes from a background in advertising. He led strategy at Colenso BBDO before becoming Managing Director of Y&R NZ. James is also author of The Case for Creativity, an internationally acclaimed book about the link between creativity and business success.":1,"#ATTRACTING AND NURTURING CREATIVITY":1,"#So -- we invited a number of thought leaders who are passionate about creativity to share some ideas on nurturing creativity in our workplaces.":1,"#Mark Batey, Creativity Specialist at Manchester Business School, UK writing for Psychology Today quoted from numerous research papers to conclude that creativity is the number one skill for the 21st Century. \"Creativity is vital from the shopfloor to the boardroom and at the level of the individual to the organisation as a whole. What is more… our economic fortunes at a societal level probably rest on creativity too,\" says Batey. His collection of reports illustrate that creativity and innovation are the number one strategic priorities for organisations the world over; creative organisations are more profitable; creative teams perform better and are more efficient, and that creativity is the number one leadership trait for the future.":1,"#Mark Batey, Creativity Specialist at Manchester Business School, UK writing for Psychology Today quoted from numerous research papers to conclude that creativity is the number one skill for the 21st Century. \"Creativity is vital from the shopfloor to the boardroom and at the level of the individual to the organisation as a whole. What is more… our economic fortunes at a societal level probably rest on creativity too,\" says Batey....":1},"version":205321}]