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Michael Caito offers 3 steps you can take to ensure you’re always learning.":1,"#Leading Growth: Always Be Learning":1,"#This simple yet effective decision-making method from executive coach, professor, and author Todd Cherches will help you to make better decisions, with greater confidence in a successful outcome.":1,"#Make Better Decisions Using the \"ABC\" Method":1,"#116 Results found for <span ljsid-1=\"\">\"abp education\"</span>":1,"#Analytik":1,"#Jose Cruz":1,"#\"If no one is following you, you're just taking a walk\"":1,"#5 Methods for a Strong Followership":1,"#Mediocre leaders complain of a lack of good followership. They cite poor hiring decisions, a lack of good policy and process, poor education, and the inability to offer competitive salaries for the \"really good people out there\". Nothing could be further from the truth.":1,"#Speichern":1,"#Ripple Effect":1,"#You’re not responsible for the unexpected hardships you face, but you are accountable for your reactions to them. Instead of viewing self-care as a luxury, treat it as a necessity to remain accountable to yourself. Leaders are under constant pressure from internal and external forces, so it’s critical to take a step back, view the problem from a rested perspective, and deliver on your responsibilities with a clear mind. Even the greatest athletes need coaches, trainers, and health routines to perform at their highest level. By developing a habit of self-compassion now, you’ll be equipped to handle future crises with accountability and clarity.":1,"#<em ljsid-0=\"\">Outward.</em> The impact you have on the world.":1,"#by Massimo Backus":1,"#Though we experience complex emotions constantly, the primary emotions we notice while experiencing them are happiness, sadness, and anger. Without the emotional fluency to recognize complex feelings in the moment and address them, your heart can be in a state of continual dysregulation. Rather than suppressing or accepting emotions as fact, it’s helpful to acknowledge feelings as they surface and interpret what signals they’re sending.":1,"#<em ljsid-0=\"\">Forward.</em> Where your present goals meet future potential.":1,"#<em ljsid-0=\"\">Inward.</em> Your physical, mental, and emotional state of being.":1,"#<em ljsid-0=\"\">The people</em><em ljsid-1=\"\"> </em><em ljsid-2=\"\">pleaser</em><em ljsid-3=\"\">.</em> Conflict avoidance leads to unclear boundaries and a lack of self-confidence.":1,"#<em ljsid-0=\"\">The </em><em ljsid-1=\"\">hard-ass</em><em ljsid-2=\"\">. </em>When you’re more concerned with being right than being helpful, you force others to mask their own weaknesses.":1,"#Many leaders develop emotional armor to help them ascend to higher positions, but it’s that same armor that weighs them down from achieving their fullest potential. The competitive nature that got you a promotion might also be the reason why you struggle to trust others or don’t respond well to feedback. Shedding this armor is a necessary step toward sustainable leadership that doesn’t result in burnout.":1,"#The Ward Model is an antidote to the WIMPs that surface in our lives. By plotting yourself along each axis, you place yourself in a moment of self-compassion and can measure how changing circumstances, mindsets, and environments contribute to a better, human-first leadership style.":1,"#Acceptance is the practice of forgiving past failures, learning from mistakes, and treating doubt with kindness. It’s not enough to be aware of your weaknesses; you must acknowledge them as part of a greater whole that’s capable of growth, compassion, and confidence. Accountability is what fortifies acceptance, as your ability to set personal boundaries and manage stress translates to a more accepting mindset. Before you can be accountable to a team, you must be accountable to yourself, so practice self-reflection to ensure that you’re confident in your chosen direction.":1,"#so incorporating a movement routine into your workday can help keep your brain fully oxygenated. Poor physical health, anxiety, and lack of sleep can all seriously impact your mental health, so work to understand how stress manifests physically in your body.":1,"#Ultimately, humans are complex beings that can only be understood through empathy, compassion, and communication. We’re not machines that can be ordered around and tuned to meet specifications; we’re people with free thoughts, complicated histories, and close-held aspirations. It’s crucial to remember that you’re an imperfect human being with a responsibility to self-compassion first and leadership second.":1,"#We can’t control the thoughts that surface in our minds, but we can control how we process them by reflecting on personal biases and expectations. Our thoughts determine the words we speak, the actions we take, the habits we form, and the reality we interpret. Often, our greatest anxieties are negative thoughts that have formed stories, or false realities, in our minds. Attune yourself to your thought patterns and work to dismantle the stories that lead you astray.":1,"#High-ranking leaders often repress physical indications of stress to put on a strong face, but this practice leads to an almost 50 percent burnout rate among executives. When looking inward, consider how your body is manifesting your feelings in the following dimensions:":1,"#<em ljsid-0=\"\">Leeward.</em> Your ability to find comfort and recovery.":1,"#How Self-Compassion Outperforms Self-Criticism":1,"#Pain and suffering are natural parts of life to be embraced and accepted, even though this may be difficult. As you face challenges head-on and take accountability for your emotions, you build resilience and strengthen your inner self-compassion. When you find yourself struggling to fulfill responsibilities and remain accountable, practice self-forgiveness to avoid getting stuck in a spiral of shame and self-hate.":1,"#If you see yourself reflected in a WIMP persona, celebrate the knowledge that you have acknowledged, human imperfection. Resist the urge to self-criticize and instead practice self-compassion to limit the workload within your second job.":1,"#Develop internal awareness by noticing physical responses in your gut, heart, and mind.":1,"#For many, self-accountability manifests as either an impulse to upend everything or block out all incoming signals. It’s healthier to slow down, check how your actions are aligning with your values, and reapproach your challenges with kindness.":1,"#A Gallup poll revealed that 89 percent of professionals suffer from burnout, which should prompt leaders to consider how their values, motivations, and inner purposes are reflected in their work. Think critically about what values are your own and which you’ve adopted to fit in. As you imagine future goals and aspirations, do so through the lens of self-acceptance by clarifying your purpose, reflecting on what brings you joy, and finding communities you feel comfortable in.":1,"#<em ljsid-0=\"\">The achiever.</em> The drive for constant improvement isn’t sustainable and leads to burnout.":1,"#The Two Jobs":1,"#Our brains require almost 20 percent of our bodies’ available oxygen, which is carried through the bloodstream. Long periods of sedentary activity limits blood flow to the brain,":1,"#<em ljsid-0=\"\">Backward.</em> How past experiences influence you today.":1,"#Practice acceptance by reflecting on how your past shaped you and setting value-aligned intentions for the future.":1,"#<em ljsid-0=\"\">Mind:</em> The fortitude of your mental health.":1,"#It’s important to define what self-compassionate leadership isn’t. Acceptance isn’t an excuse to avoid conflict or rely on unhealthy coping mechanisms to manage stress. Similarly, relying on <em ljsid-1=\"\">toxic positivity</em>, or the minimization of negative feelings, limits your ability to be truly aware of your growth areas. From a gender perspective, men struggle more than women to practice self-compassion and express their honest emotions. Identifying where your personal background connects with your sense of acceptance, awareness, and accountability is key to becoming a self-compassionate leader.":1,"#Zero-Fluff Zone":1,"#Time spent masking your true self is time spent working against personal growth.":1,"#ISBN: 978-1-5230-0705-9":1,"#Perfectly Imperfect":1,"#<em ljsid-0=\"\">Heart:</em> Your emotional health.":1,"#Each direction has an opposite, forming a pair that represents one of the three components of self-compassion. The <em ljsid-1=\"\">inward and outward</em> directions reflect the awareness you have of your internal intentions and how others perceive you. <em ljsid-3=\"\">Backward and forward</em> represent the acceptance of your past and your ability to move out of fixed mindsets. Finally, <em ljsid-5=\"\">windward and leeward</em> encompass the balance between facing challenges head-on and resting, which is a practice of personal accountability.":1,"#<em ljsid-0=\"\">The Ward Model</em> is a leadership framework that enables you to be aware of your internal emotions, accept your complicated self, and be accountable for every step of your journey. The model uses a central point of self-compassion with the following six directions plotted toward its center:":1,"#Personal accountability is rooted in self-forgiveness and the balancing of comfort and courage.":1,"#Adapted by permission of <a ljsid-1=\"\">Berrett-Koehler Publishers, Inc.</a>":1,"#<em ljsid-0=\"\">Gut:</em> The physical representation of emotion.":1,"#<em ljsid-0=\"\">Self-compassionate leadership</em> is a mindset rooted in human-first thinking, nonjudgment of internal emotions, and acceptance of imperfections. Three components form the foundation of self-compassion: <em ljsid-2=\"\">awareness, acceptance, and accountability</em>. Awareness is the internal, nonjudgmental acknowledgement of strengths, weaknesses, and feelings. Not every weakness can be magically turned into a strength, so it’s crucial to identify and accept your limitations instead of agonizing over them.":1,"#Clicking this link will redirect to relevant products for the Author Massimo Backus.":1,"#Within each of us is a WIMP that controls how we choose comfort and courage. The inner monologues that stoke our fears and heighten our anxieties are built by evolutionary fight-or-flight instincts, which means that removing them entirely isn’t possible. Rather, we should accept our WIMPs as part of our greater selves but not allow them to control us.":1,"#Awareness":1,"#<em ljsid-0=\"\">Windward. </em>The strength to face crises with compassion and accountability.":1,"#Masking your true identity puts you at risk of becoming a <em ljsid-1=\"\">well-intentioned, misinformed protector (WIMP)</em>. WIMPs try to protect themselves and their teams from their weaknesses, but in doing so create unattainable standards and uncomfortable environments. The following six WIMP personas are common in many organizations:":1,"#Despite managing other humans for a living, leaders often forget to treat themselves as the thinking, feeling, and imperfect humans that they are. In <strong ljsid-1=\"\">Human First, Leader Second</strong>, Massimo Backus outlines a leadership style rooted in self-compassion and details strategies for pushing past self-imposed limitations, practicing self-forgiveness, and balancing courage and comfort. By mastering the three components of self-compassion—<em ljsid-3=\"\">awareness, acceptance</em>, and <em ljsid-5=\"\">accountability</em>—you can grow into your true self and model the compassion necessary to sustain an organization through change and transformation.":1,"#The Ward Model":1,"#<em ljsid-0=\"\">The imposter. </em>When you feel unworthy of your position, growth toward future positions is stunted.":1,"#<a ljsid-0=\"\">Massimo Backus</a> has dedicated his career to empowering leaders, reminding them, “You are enough.” His battles with perfectionism and a harsh inner critic, fueled by the challenges of dyslexia, guided him toward finding and teaching self-compassion. As an executive coach, speaker, and facilitator, Backus has revolutionized the leadership styles of thousands across prestigious companies such as Amazon, Nintendo, and Sony. His coaching approach is straightforward and impactful, tailored for senior leaders who are serious about change.":1,"#Just as it’s important to establish belonging in your culture, it’s essential to prioritize your own belonging by trusting your team, recognizing the humanity in others, and doing work that you feel truly engaged with. When you give positive reinforcement and genuine aid to others, you create a ripple effect that encompasses the entire organization. The most precious asset in your organization is your people, so the better you understand the true selves of your employees, the better their skills can contribute to a mutual effort.":1,"#Even with positive intentions, your actions can still have negative impacts. It’s important to understand that these impacts aren’t your fault, but they are your responsibility to address through open dialogue and active listening. By aligning your values and purpose with your actions, you’ll be far more successful in translating intentions to meaningful successes. Finally, be sure to celebrate progress by naming minor wins as you work toward your goals, improve your communication, and practice self-compassion.":1,"#When you encounter resistance within collaboration, work to be curious rather than critical. By letting go of assumptions and actively listening instead of directing, you can get to the root of the problem instead of chasing symptoms. Similarly, when initiating difficult conversations, there’s no replacement for honesty and genuine compassion. The desire to protect someone else’s feelings is usually a self-serving impulse to avoid conflict.":1,"#As a leader, the best way to inspire self-compassion in your organization is to model it yourself. The first step is to reject perfectionism and keep a firm focus on what’s achievable. Be willing to be wrong and use setbacks as opportunities to build resilience within teams. If you’re quick to forgive yourself and look for new opportunities, your team members will do the same instead of ruminating over mistakes.":1,"#As a leader, the expectations you put on yourself are often more intense than the expectations expressed by your team, supervisor, and greater organization. Beyond your organization-given role, the responsibility of managing energy, masking weakness, and conforming to other people’s expectations is a second full-time job. The innate desire to belong in a community often prompts us to fit molds we’re not meant to fit and hide our true identities.":1,"#©2024 by Massimo Backus":1,"#Our backgrounds, varied experiences, and childhoods have profound impacts on the people we are today. Therefore, looking into the past to recognize where your anxieties, biases, and assumptions originate is essential to begin the journey toward acceptance. When experiencing a crisis, your brain takes the path of least resistance and resorts to existing neural pathways and thought patterns. This process reinforces negative, false narratives, which makes the practice of self-compassion necessary to overcoming fear-based decision-making.":1,"#<em ljsid-0=\"\">The contrarian.</em> Always challenging the status quo leads to an unstable, uncomfortable work environment.":1,"#<em ljsid-0=\"\">The perfectionist</em>. By seeking validation instead of personal growth, you get stuck in black-and-white thinking and low self-worth.":1,"#Awareness, acceptance, and accountability form the foundation of self-compassionate leadership.":1,"#In Entrepreneur to Millionaire, Kent Billingsley shares everything he’s learned as a successful corporate executive and renowned corporate consultant during the last 40 years working with leaders over the world. If you’re an entrepreneur or small businessperson who has followed the rules and worked incredibly hard yet still finds monumental success and wealth out of reach, Billingsley will show how those rules have failed you and teach you new rules that will turbocharge your company’s ascent. Doing more with more is a recipe for standing still. Learn the crucial lessons of doing more with less.":1,"#The Entrepreneur Equation":1,"#Adina Genn, Rob Basso":1,"#Many business self-help books assume that anyone can be an entrepreneur. Those who have built businesses know there is no magic plan to create a business that makes a million dollars a day. In The Entrepreneur Equation, Carol Roth encourages readers to consider whether or not they should be entrepreneurs. Often, entrepreneurs start businesses completely misunderstanding what it means to run a successful business, holding on to unrealistic beliefs of potential financial rewards and having no means to assess whether the opportunity is appropriate for them or whether the investment justifies the risk. Roth defines the realities of business ownership and provides advice for both budding and experienced entrepreneurs to prepare, reassess, and create a clear path forward.":1,"#Employee to Entrepreneur":1,"#Launch Your Inner Entrepreneur":1,"#The Everyday Entrepreneur":1,"#Entrepreneurship for the Rest of Us":1,"#Are you disillusioned and unfulfilled at work? Do you want something more than your salary to get you out of bed each Monday morning? Many people dream of having greater passion for and self-direction in work but don’t know how to successfully navigate the transition to becoming a business owner. In Employee to Entrepreneur, Steve Glaveski provides a crash course in entrepreneurship, from mental preparation to practical steps you’ll need to take to launch a winning product or service.":1,"#It takes more than just a good idea to launch a successful start-up. Entrepreneurial success depends on a number of factors, including creating a compelling business plan, acquiring sufficient funding, and building a solid business model. In HBR’s 10 Must Reads On Entrepreneurship and Startups from Harvard Business Review Press, leading experts in the field explore these important topics and more to help budding entrepreneurs build successful startups that have the potential to grow over time.":1,"#More women are launching businesses than ever before. Since this journey begins in your mind, you need to make several mental shifts to maximize your success. In Launch Your Inner Entrepreneur, Charlene Walters shares the 10 Mindset Shifts women must make to win as female entrepreneurs, or “fempreneurs.”":1,"#HBR's 10 Must Reads On Entrepreneurship and Startups":1,"#211 Results found for <span ljsid-1=\"\">\"finanzas para emprendedores\"</span>":1,"#Many people dream of opening their own businesses, but the entrepreneurs who succeed know how to calculate the risks involved, win investors’ confidence, and persevere through trying times. While many entrepreneurs are born risk-takers who have entrepreneurial role models on which to rely, others must learn how to make their own way. In The Everyday Entrepreneur, Rob Basso provides tangible strategies for anyone with an entrepreneurial spirit to apply ambition, confidence, and conviction in order to achieve success. He also shares the hard-earned wisdom of seasoned entrepreneurs to help boost the confidence of those considering taking the leap.":1,"#The madcap, fiendishly dedicated entrepreneur has long been a vaunted figure in American mythology. However, successful entrepreneurs tend to follow a different (and much more accessible) set of patterns. In Entrepreneurship for the Rest of Us, Paul B. Brown lays out a blueprint for entrepreneurial success that everyone can follow. His mantra for the aspiring entrepreneur is “Act. Learn. Build. Repeat.” He extrapolates on this simple motto to cover topics such as how to market successfully, how to discover what people really need, how to manage a growing company, and how to deal with fear. Brown provides a simple yet effective framework for approaching entrepreneurial efforts.":1,"#Este sitio web utiliza tecnologías como cookies para habilitar la funcionalidad esencial del sitio, así como para analítica, personalización y publicidad dirigida. Puedes cambiar la configuración en cualquier momento, o aceptar la configuración predeterminada. Puede cerrar este banner para continuar con solo las cookies esenciales":1,"#Crypto Wars":1,"#Overclocked":1,"#The article discusses the 2017 Workplace Stress Study, which has found that stress for U.S. workers is on the rise. Topics covered include data showing that two-thirds of Millennials are stressed at work most or all the time, factors contributing to job stress, and tips for the training department to mitigate rising employee stress.":1,"#Cryptocurrencies may look promising, but many risks exist. From schemes to hacks, crypto is full of pitfalls. In Crypto Wars, Erica Stanford explains the hoaxes, scams, and dangers befalling the cryptocurrency market. This book is for anyone who wants to truly understand the bottom line on crypto and safely invest in this exciting new technology.":1,"#While you're surfing the web, you ought to thank Jacob Thornton for making it so pretty. One reason for its spread is that Thornton and Otto made Bootstrap open source. Every startup, when creating its own software services or products, relies on open source software from folks like Thornton: open source web server code, open source neural-net code.":1,"#Learning, for When the Stress Ball Falls":1,"#Employee morale isn't great these days. Each arrangement presents unique challenges for managers, including communicating and enforcing new expectations, and - especially in the case of full-time return-to-office plans - navigating employee pushback and subsequent departures. Musk is not alone: Employees generally say they want more flexibility, but an April 2022 survey from employee screening company GoodHire suggests that 80% of senior-level managers think that there should be \"severe consequences\", including pay cuts and termination, for employees who don't want to return to the office.":1,"#Strengthen Your Empathy Skills":1,"#Developing your empathy skills is difficult. Colleen Stanley advises managers on how to become more empathetic and connect with others.":1,"#A security breach, pandemic, or viral social media post can threaten your organization at any moment. In Reputation Capital, T.J. Winick, a former reporter turned crisis communications expert, offers strategies to navigate turbulent times. By adopting these strategies, you can manage threats to your organization, develop a crisis communication plan, and respond appropriately to crises.":1,"#Stuck in the Middle":1,"#Reputation Capital":1,"#Stolen Focus":1,"#Business is about connection. To gain trust, develop relationships, and build a brand, it’s necessary to occupy a top position in the minds of influencers, decision makers, and consumers. In Top of Mind, John Hall shows marketers, business leaders, and industry executives how to be the first name in the minds of important players in any sector. By following this step-by-step guide, you’ll put your brand in a better position to secure sustainable profit and growth.":1,"#John Hall":1,"#Swiped":1,"#If you’ve ever felt as though you’ve lost your sense of focus and ability to control your attention or sustain your concentration, you’re not alone. It’s a global crisis, one in which students tend to focus on tasks for an average of only 19 seconds and adults a measly three minutes. Virtually all of us succumb to factors that keep us from being fully present and engaged in the world around us. In Stolen Focus, Johann Hari is determined to explore this crisis. He’s found that our problem isn’t laziness or a lack of discipline. He also tells us our phones aren’t fully to blame. Instead, he believes we’re being influenced by 12 deeply powerful forces that are undermining our attention. Beyond exploring these influences, Hari shares steps we can take to reclaim our attention and shows us how we must work together to correct the larger attention crisis.":1,"#In Swiped, Adam Levin warns that while identity theft may not be completely preventable, people can mitigate the dangers through the Three M Strategy: minimizing risk, monitoring their identity, and managing the damage. A nationally recognized expert on identity management, Levin offers practical advice and real-life lessons to individuals and corporations on spotting, thwarting, and recovering from identity theft.":1,"#Top of Mind":1,"#Stage (Not Age)":1,"#The human lifespan is longer than ever, with people living active, healthy lives well into their 80s and 90s. In Stage (Not Age) from Harvard Business School Publishing Corporation, Susan Wilner Golden argues that although the population of older adults is growing rapidly every year, most companies don’t understand them as consumers. By utilizing Golden’s framework for the many stages of life, your company can stop lumping all customers over 60 together and start recognizing their diverse interests and needs.":1,"#Star Brands, companies that deliver unique and compelling value to their customers and stand out among the competition, do not just happen. They are carefully crafted and nurtured to drive customer loyalty and increase sales. In Star Brands, brand expert Carolina Rogoll offers a unique, step-by-step model and process through which any brand can engage more deeply with customers and create an upward growth trajectory at any stage of the brand development process.":1,"#*Why exactly does this matter to you?":1,"#The ability to effectively connect and communicate is a key element of successful leadership. When leading breakthrough change, inspiring communication and connection skills are vital. All communication from leaders during a breakthrough change initiative must be straightforward and authentic in order to truly inspire employees. When leaders speak from the heart about successes or setbacks a change is experiencing, they inspire employees to support and embrace leaders' actions.":1,"#*The failure did not hurt the company financially and opened the door to more innovative ideas and concepts within the organization.":1,"#<em ljsid-1=\"\"> *Scalability pilots</em>. Scalability has to do with how the results of a pilot project are interpreted. For example, if the initial results of a pilot are successful, leaders may rush to expand the project to a large scale. A successful scalability pilot will ensure that nothing is rolled out to a large scale too quickly, and that success is always measured slowly and thoroughly.":1,"#Pilot projects can take different forms:":1,"#<em ljsid-1=\"\">4. Team fit</em>: Even with the right people on board, a team inevitably goes through stages in order to become truly unified. Some people are better team players than others by nature, and adjustments must be made to accommodate personality types, skill levels, overall experience, and willingness to adapt.":1,"#<em ljsid-1=\"\">3. Enthusiasm</em>: Attitude and enthusiasm are very important, but not always easy to locate. Leaders should identify people who are excited about entering uncharted territory or becoming \"pioneers\" of change.":1,"#<em ljsid-1=\"\">1. Skill</em>: People with specialized skills related to any of the projects associated with the change are good first choices.":1,"#Step Two: Assembling and Unifying the Leadership Team":1,"#<em ljsid-1=\"\">1. Establish the need to change and create a sense of urgency</em>. First, leaders must address the psychological aspects of change and make the change necessary in the minds of those in the company who are most affected by it. This is the foundation for all other steps in the process.":1,"#A Practical Toolkit for Leaders":1,"#Being present is also extremely important for leaders. This goes far beyond delivering a speech to employees; it also includes following up with weekly communications, smaller meetings, and other frequent updates to ensure that all employees and other company leaders are informed of any changes and the reasons behind them--even on a daily basis.":1,"#Pottruck suggests that leaders use Terry Pearce's \"Personal Leadership Communication Guide\" to facilitate the best possible communication efforts. The guide works as a journal of sorts for leaders to catalog their thoughts, any actions needed, and hopes for the future. The thoughts and answers recorded begin to form authentic messages that leaders can use in their communication with employees. Questions leaders must ask themselves include:":1,"#Using the Nine Steps to Bring the Initiative to the Real World":1,"#Step Four: Planning Ahead for Known and Unknown Barriers":1,"#<em ljsid-1=\"\">9. Test with pilots to increase success</em>. Pilot projects, or test projects, will allow leaders to see whether the change initiative will thrive in the real world.":1,"#ISBN: 9781118966884":1,"#*What are you doing?":1,"#*The project was well planned.":1,"#Step Seven: Defining Metrics, Developing Analytics, and Communicating Results":1,"#The first four steps of the nine-step Stacking the Deck process deal primarily with the psychological aspects and impacts of breakthrough change. Step five, however, dives into the actual details of any change initiative. There are three important pieces to any workable plan:":1,"#Regardless of the change being proposed, there will always be several obstacles to overcome during the journey to success. The earlier a leader anticipates these obstacles, the better the chance that the change will not be derailed. Pottruck has seen countless change initiatives negatively impacted by what he refers to as \"The Bermuda Quadrangle,\" or the top four obstacles leaders will face:":1,"#By consistently repeating and explaining the need for change--via email, in meetings, in person, in newsletters, even in one-on-one conversations--Pottruck believes that leaders can establish the need for change while also addressing any fears head on. This tactic also allows leaders to be ready for any resistance or conflicts early in the process.":1,"#As an example, Pottruck recounts...":1,"#By Helen Campbell":1,"#Once data has been collected, goals have been established, and indicators have been tracked, leaders should be sure to broadcast any and all results. Results should be visible--to the point of inescapable--to anyone in the company. Progress posters, email updates, social media updates, and video screens with scrolling up-to-date achievements are positive ways to ensure that employees are constantly aware of progress as it occurs.":1,"#<em ljsid-1=\"\">2. Lagging indicators</em> take longer to emerge and are the bigger measurements of success. They could include improved market share, improved competitive position, greater pricing power, and improved profit margins. Because lagging indicators can take a long time--sometimes years--leaders need to have patience and focus on any positive leading indicators in the interim.":1,"#<em ljsid-1=\"\">1. Leading indicators</em> are often evidence that a success or failure is imminent. Examples include customer engagement through customer log-ins, calls, click-throughs or physical visits to store locations; employee engagement or turnover; customer loyalty measured through referral programs or recommendations; sales numbers; and the rate at which new accounts or customers are being added. Once leading indicators have been pinpointed, leaders must ensure that they are effectively measuring and tracking each one. They will serve as touchpoints for leaders to monitor a change initiative's progress.":1,"#If small achievements and wins are not celebrated, teams can experience burnout. Staggered and immediate successes boost overall team morale and help with long-term team enthusiasm toward future goals. This also applies to customers, not just team members and leaders. In fact, customers are the most important part of the equation, and organizations should work to ensure they feel validated by short-term success stories and are advocates of the overall change initiative being introduced.":1,"#Once the leadership team has been assembled, it should develop a clear, compelling, and inspiring vision for the future of the company with the breakthrough change enacted. This vision should inspire employees and leaders throughout the company to become part of the change just by reading or hearing about it.":1,"#<em ljsid-1=\"\">8. Assess, recruit, and empower the broader team</em>. After an inner leadership team has been established, a broader team of change advocates should be assembled once the change has been set in motion.":1,"#<em ljsid-1=\"\">7. Define metrics, develop analytics, and share results</em>. Each change initiative should have a specific set of metrics and analytics in place from the start. The results should be used as motivational tools to help the team gain more momentum.":1,"#<em ljsid-1=\"\">3. Develop and communicate a clear and compelling vision of the future</em>. The vision should be developed, outlined, and shared by the leadership team.":1,"#Innovation: Ideas and Perspectives":1,"#*Why should it matter to others?":1,"#Step Nine: Testing with Pilots to Increase Success":1,"#<em ljsid-1=\"\">3. Assessment for action--how do we get there (HDWGT)</em>? In order to realize the future laid out in a WWWTB assessment, a HDWGT assessment must offer the specific goals, deliverables, and metrics necessary to do so. These aspects can be reworked as needed as the change moves forward, but it is important to have a foundation of goals laid out for a strong HDWGT foundation.":1,"#<em ljsid-1=\"\">2. Assessment for breakthrough change--where we want to be (WWWTB)</em>. A leader must clearly articulate the concept of the future after a change has been fully implemented. Leaders must be sure to do more than elaborate on the WWA assessment. WWWTB assessments are a chance to redefine what the overall future of a company looks like.":1,"#Step Five: Creating a Workable Plan":1,"#Even though change is \"part of the DNA of business,\" leaders face enormous challenges, including resistance, when implementing breakthrough change in any organization. Leaders must convince both employees and other leaders that a proposed change is necessary, beneficial, and urgent. Being aware of the employees' perspective is extremely helpful. From a leader's perspective, a change may seem absolutely necessary; however, entry-level employees may not understand the reasons for the change, given their perspective in the company.":1,"#Step One: Establishing the Need to Change and a Sense of Urgency":1,"#<em ljsid-1=\"\">2. Assemble and unify the leadership team</em>. In order for change to be successfully implemented, it must be spearheaded by a team of innovation leaders within the company that help to make the change a reality.":1,"#<strong ljsid-1=\"\">David S. Pottruck</strong> is chairman of HighTower Advisors, a wealth management firm, and CorpU, a leadership development organization. He serves on the board of directors at Intel Corporation as well as on the boards of several early-stage companies. Previously, he was president and CEO of Charles Schwab. With Terry Pearce, he is coauthor of the bestselling <em ljsid-3=\"\">Clicks and Mortar</em>. Pottruck is a senior fellow and adjunct faculty member at the Wharton School's Center for Leadership and Change Management, where he received the school's Outstanding Teaching Award for his class \"Leading Breakthrough Change.\" He received his BA from the University of Pennsylvania and his MBA with honors from Wharton. A native of New York, he now resides in San Francisco.":1,"#By John P. Kotter":1,"#Even though the Stacking the Deck process would best serve leaders when used in a linear fashion, at times leaders may find themselves needing to complete two or three steps at once, or even doubling back to earlier steps when necessary. Once everyone involved more fully understands the process, the steps become fluid and can be used at various times as needed.":1,"#davidpottruck.com":1,"#<em ljsid-1=\"\">5. Create a workable plan</em>. Leaders should clearly define a plan for executing the change in question, including answers to all the big questions that members of an organization may raise.":1,"#©2015 by David S Pottruck":1,"#Foreword by Tony La Russa":1,"#*What kinds of change do you want to be involved with?":1,"#*What accomplishments have made you proud?":1,"#Leaders should \"dream big\" when imagining their broader change team and envision the highest level of talent that they will need. Then, they should cast a wide net throughout the organization to locate and recruit members, ensuring a diverse group unafraid of challenging one another. Successful track records are important, but leaders should look past any failures when they are associated with risky or courageous undertakings.":1,"#When selecting a leadership team, Pottruck suggests looking for four key elements:":1,"#Part One: The Stacking the Deck Process":1,"#stacking-the-deck":1,"#<strong ljsid-1=\"\">Stacking the Deck </strong>by David S. Pottruck is a guidebook for leaders embarking on any breakthrough change initiative. Pottruck offers his nine-step process for leaders to use before, during, and after the initiative. He also includes the framework for Terry Pearce's \"Personal Leadership Communication Guide.\" Each chapter ends with a recap of key points and action items for leaders to utilize. The book includes an epilogue of reflections from Pottruck, a detailed appendix with all leaders that were referenced throughout the book, and an index. <strong ljsid-3=\"\">Stacking the Deck</strong> would be best received by anyone leading large-scale change in an organization.":1,"#This vision can be delivered through different methods and to different people at different times--it does not need to be a scripted message. For example, at a meeting with stakeholders, members of the leadership team could emphasize the vision for increasing profits after implementing change. Or during a one-on-one meeting, a manager could explain the vision for improved operational efficiency. As long as the pieces of the vision are clearly defined by all members of the leadership team, they can be delivered throughout the company at various times as needed. Each piece should paint a vivid picture of the changed future, both on the larger organizational level and individual employee level.":1,"#<em ljsid-1=\"\">4. Plan ahead for known and unknown barriers</em>. Although there are always unknown obstacles that cannot be anticipated, it is wise to have a plan in place for any obstacles that can be anticipated.":1,"#by David S. Pottruck":1,"#Using the Nine Steps to Bring Your Initiative to the Real World":1,"#Innovation and breakthrough change go hand in hand. Leaders leading breakthrough change at any organization must keep in mind that at some point innovation will become part of the process--whether as a new technology that will push the change forward or for discovering a new way to communicate with employees internally. These small, innovative ideas are the reasons companies succeed in the long term. Listening to customers and employees, creating opportunities to interact and share information with different people in an organization, and offering large-scale Q&A (or \"town hall\") meetings, are all ways to continually encourage the development of new, innovative ideas during a change initiative.":1,"#*The project failed smart and small, such as during a pilot project, before being rolled out on a larger scale.":1,"#Once a broader team has been fully assembled, leaders should be mindful of the differing personalities, skills, talents, and track records involved; as with the initial team, it may take time for members to truly unify.":1,"#At this point in the Stacking the Deck process, Pottruck recommends that leaders build on the original leadership team that was assembled in step two. In order to address any future needs, a broader team of change advocates should be assessed and recruited; its members should have a varied degree of skills, experience, and track records of success.":1,"#Two major types of indicators best monitor data and a change initiative's progress:":1,"#Step Six: Partitioning the Project and Building Momentum with Early Wins":1,"#<em ljsid-1=\"\">1. The initial assessment--where we are (WWA)</em>. Any plan should begin with a thorough assessment of where a company is beginning, including operations, processes, competitive position, customer relations, productivity, quality of output, talent retention, and human resources efficiency.":1,"#Once a need for change has been established, a leadership team must be selected and developed to guide the organization toward successfully implementing the change. A big change takes a substantial amount of time and resources, and it is most likely to become a reality because of the efforts of the team driving it. Thus, those recruited to be part of the team devoted to the breakthrough change must not only believe in it but be open to the uphill battle that accompanies it.":1,"#As an example, Pottruck recounts his time as CEO at Charles Schwab: He proposed changing how branch employees spent down time between incoming customer calls. Instead of waiting for the next call, he suggested that employees make outgoing calls to customers in order to develop stronger customer relationships and better elicit customer input. Pottruck and fellow leaders believed this change was not only necessary but imminent, as customer input was becoming more and more prevalent in day-to-day operations. However, branch employees felt he was fundamentally changing their roles and were fearful of this change. The only way to successfully implement this change was to address employee fears directly and consistently express the benefit of the change to the company in the long run.":1,"#PART ONE: THE STACKING THE DECK PROCESS":1,"#In today's fast-paced world, every leader will inevitably face the prospect of addressing and implementing breakthrough change. Generally speaking, leaders and organizations rely on predictability and routine in everyday operations. As a result, employees and leaders alike often feel apprehensive when a breakthrough company-wide change is announced. In <strong ljsid-1=\"\">Stacking the Deck</strong>, author David S. Pottruck uses his vast experience as a leader and CEO to outline his nine-step \"Stacking the Deck\" process for successfully implementing and inspiring change within all levels of an organization. He aims to distill the techniques, skills, and lessons he has learned throughout his career into a logical and sequential approach for leading successful company-wide change.":1,"#Estimated Reading Time: 4-5 hours, 256 pages":1,"#Broad team members can be found within the organization; however sometimes they cause discord. Current employees who remain loyal or attached to the present ways of doing things can become problematic on a change team. If leaders have a difficult time assembling a supportive team from inside an organization, Pottruck recommends they reach out to trusted recruiters outside the organization. It is important to locate the right people to effectively share the change vision and continue the change initiative's momentum.":1,"#Success must always be defined by measurable outcomes so that employees and leaders alike will understand exactly what the goals are. Everyone in the company must be on the same page regarding what specific goals mean and how they will be tracked; otherwise leaders risk overseeing teams that have conflicting or vague ideas of success.":1,"#Adapted by permission of Jossey-Bass, a John Wiley & Sons, Inc. brand":1,"#Step Eight: Assessing, Recruiting, and Empowering the Broader Team":1,"#Partitioning a change project into small near-term goals creates a \"one-step-at-a-time approach\" that allows employees and leaders to see the overall breakthrough change goal as more manageable. Each short-term goal should ideally take no more than six months to complete. These immediate goals will serve as checkpoints and build momentum toward greater overall success.":1,"#Company-wide change initiatives can often seem overwhelming when first introduced. Sometimes large-scale change can also seem abstract and difficult to understand. Therefore, clearly outlining immediate first steps and ensuring they are easy for all employees to understand will improve the chances of success. Immediate steps can incrementally open people's minds to eventual breakthrough change.":1,"#<em ljsid-1=\"\">1. People resist change</em>. Certain people in a company resist change, no matter what that change may be. Those who are most resistant must be identified as soon as possible.":1,"#<em ljsid-1=\"\">6. Partition the project and build momentum with early wins</em>. A company-wide change initiative is a large undertaking for any organization. Rather than feeling overwhelmed, leaders can break the plan into small steps in order to gain overall momentum toward the final goal.":1,"#Communicating and Connecting to Inspire":1,"#<em ljsid-1=\"\"> *Proof of concept pilots</em>. These pilot projects involve testing new ideas on customers or employees that are most similar to actual customers or employees. The goal is to create a micro representation of exactly how the project will proceed in the real world.":1,"#<em ljsid-1=\"\">2. Skills are missing</em>. Those that are helping to lead and implement the change initiative must already possess or easily acquire the skills the change demands.":1,"#Appendix: Featured Leaders":1,"#Step Two: Assembling and Unifying Your Leadership Team":1,"#<em ljsid-1=\"\"> *Stacked proof of concept pilots</em>. Pottruck conceptualized this early, small pilot in the same way as the Stacking the Deck process itself. Instead of stretching the pilot thin and pushing too many locations or test sites, leaders choose the best possible location with the most realistic customer and employee base. The intention is to create a very deliberate but \"best results possible\" landscape for the pilot to thrive before moving into any further developments.":1,"#Even after carefully planning, assembling support teams, and anticipating problems before they arise, the best leaders will most likely still face issues during the rollout phase of any change initiative. Irrespective of the change being proposed--a new workflow process, new technology, or new sales expansion into larger territory--<em ljsid-1=\"\">pilot projects</em> (small test projects) are key to long-term success. Pilot projects offer organizations test periods to determine whether or not the change being implemented is feasible.":1,"#Clicking this link will redirect to relevant products for the Author David S. Pottruck.":1,"#*There was a contingency plan from the beginning.":1,"#The risk of failure is always an inherent possibility when embarking on any breakthrough change initiative. However, certain \"noble failures\" can balance out the risk, such as the following:":1,"#Starbucks serves as an excellent example of using pilots successfully. In fact, Starbucks has an entire team dedicated to launching pilot projects around the world to test for possible new changes that might benefit the organization. Ideas or concepts that do not work \"fade away,\" and the successful pilots are elevated to more and more Starbucks locations worldwide.":1,"#<em ljsid-1=\"\">4. Company culture is unyielding</em>. If the proposed change does not obviously fit into the existing corporate culture, a connection needs to be made and articulated. Leaders should make links between a change and current company values as soon as possible, and prepare for uphill battles if the change does not seem to match the company culture.":1,"#<em ljsid-1=\"\">3. Processes are rigid</em>. If the proposed change in any way alters established company processes or everyday procedures, it will be up against years of habit and rigid mind-sets. The benefits for implementing a change to any processes must be extremely clear and accessible to all employees, especially those who are committed to maintaining the status quo.":1,"#Step Three: Developing and Communicating a Clear and Compelling Vision of the Future":1,"#Breakthrough change can be successfully implemented in any organization through a nine-step approach:":1,"#Epilogue: Final Comments and Reflections":1,"#Step Four: Planning Ahead for the Known and Unknown Barriers":1,"#PART TWO: LEADING THE CHANGE":1,"#<em ljsid-1=\"\">2. Experience</em>: Bringing in one or two people from outside the company with specific relevant experience can strengthen a leadership team's overall success.":1,"#crowdstorm":1,"#<strong ljsid-0=\"\">Bastian Unterberg</strong> is the founder and CEO of jovoto, a Berlin- and New York City-based firm that works with global brands on issues ranging from new product design to sustainable architecture. His work has been featured in <em ljsid-2=\"\">Page</em>,<em ljsid-4=\"\"> New York Times</em>,<em ljsid-6=\"\"> Focus</em>, and<em ljsid-8=\"\"> Fast Company.</em>":1,"#The Wisdom of Crowds":1,"#In addition to monitoring and evaluating feedback in the community, the ideas offered by participants must be evaluated as well. A successful crowdstorm has the potential to generate many ideas and/or prototypes. Traditional organizational decision making does not lack for approaches to selecting the best ideas. Methods such as SWOT (strengths, weaknesses, opportunities, and threats), cost-benefit analysis, or decision-tree analysis are all ways that organizations use to evaluate new products and service lines. However, the output from crowdstorming is at a scale that these approaches cannot handle.":1,"#<em ljsid-0=\"\"> *Media partners</em> who can help broadcast information about the crowdsourcing effort and, in return, gain access to new content.":1,"#One thing to note when setting up a crowdstorm to solicit ideas externally is that working with outside talent can be risky. There must be an absence of bias and a healthy dose of balance between the needs of the organization and the external talent. To ensure that the value exchange of crowdstorming activities is fair, it is important that a sponsoring organization adopts clear terms for incentives, is transparent about the process, and has a track record of delivering on promises.":1,"#Convincing participants to join a crowdstorming effort requires offering the right incentives. Successful crowdstorming activities generally provide some mix of the following motivational elements:":1,"#<em ljsid-0=\"\">Data or big data</em>: continuous data collection as well as collecting data as a by-product of other activities.":1,"#<em ljsid-0=\"\">Assets or collaborative consumption</em>: sharing assets and peer-to-peer lending of assets.":1,"#www.thecrowdstorm.com":1,"#When choosing the online space to host a crowdstorm, there are many variables to consider. Recruiting can take place on any number of online spaces, but crowdstorming spaces differ on the pattern (search, collaboration, integration) that they need to support.":1,"#*Sanctioning the community as necessary":1,"#<em ljsid-0=\"\">Communications or social media</em>: content distributed via social networks in addition to peer reviews and recommendations.":1,"#One thing to keep in mind when determining who the final arbiters will be is to make sure they have the knowledge and expertise to evaluate the risks associated with the crowdstormed ideas. If the final deciders do not understand the technologies or processes needed to take an idea from concept to production, then the whole crowdstorm process will be rendered useless.":1,"#This leads to an interesting trade-off: a crowdstorm can gather simpler feedback from more people in a majority vote mode, or it can collect more detailed and potentially knowledgeable feedback from smaller groups. It is also possible to ask for multiple rounds of feedback knocking out the ideas to be evaluated with each new round, but this also carries the risk of having fewer participants because the work and time commitment have grown. Compensation is another way to try and retain participants, but even with a reward, there is still a limit to how much additional participation can be expected if the work required is more than doubled.":1,"#There are several ways to deal with the obstacles of intellectual property rights of the submitted ideas and of the winning idea:":1,"#To benefit from the crowdstorming process, the organization sponsoring such an effort must understand how working with outside talent will challenge a number of established norms for brand, confidentiality, and intellectual property strategies. Successfully setting up and working with outside talent through crowdstorming requires conversations with a number of internal stakeholders. At a minimum, the legal, marketing, and research and development departments will need to be involved as the issues of intellectual property and branding can intersect in strange ways.":1,"#One of the things that should be determined when setting up a crowdstorm is a definition of what types of answers are desired. In other words, is the desired outcome a sketch on the back of a napkin, a fully functioning business, or somewhere between the two?":1,"#Monitoring a community is complex but very important in maintaining its viability. All crowdstorms are interested in finding new ideas, solutions, and talent, but in the case of a collaboration or integration , there is also interest in feedback and filtering as well. For a community manager who is monitoring member contributions, it is important to be able to account for participants who contribute in one or more ways.":1,"#*Defining boundaries for being a community member":1,"#Another way to understand the role is in terms of its monitoring function -- understanding not just the needs of the community, but also the behavior and contributions of community members. Community managers know what drives the community -- what tasks, incentives, and interactions make it work. There are several specific roles that a community manager fills, including:":1,"#MANAGE COMMUNITIES TO FACILITATE GREAT OUTCOMES":1,"#RECRUIT THE BEST PARTICIPANTS":1,"#<em ljsid-0=\"\"> *Expert partners</em> who can help design the challenge and evaluate the responses. Usually, expert partners have a deep-seated interest in the problem being addressed, and that is their motivation for participating.":1,"#<em ljsid-0=\"\"> *Money</em>: the opportunity to receive financial compensation in the form of prizes, contracts and partnerships, revenue shares and licensing, or equity investments.":1,"#<em ljsid-0=\"\"> *Capital or crowdfunding:</em> sourcing micro loans or equity via large crowds and micro donations.":1,"#REIGN IN THE TYRANNY OF IDEAS":1,"#<em ljsid-0=\"\"> *Attention</em>: the opportunity to receive recognition in the form of awards, events, media coverage, etc.":1,"#It is unlikely that many organizations will see their brands and intellectual properties become the source of mainstream media debate. However, a significant part of avoiding a tug-of-war over brand and intellectual property rights and making crowdstorming work is in how the initial proposal is structured -- specifically what is shared with the crowd about the end goal as well as the terms governing interaction and ownership of submissions. At the start of a crowdstorming project, prospective participants need to be aware of what an organization is trying to achieve, and they need to understand what it might be like to enter into a working relationship with that organization, including the specific terms for entering into that relationship.":1,"#The most powerful part of the process is that the people participating in the process can help to make the process better. It is fitting that a process built on the idea that the best ideas can come from anywhere also improves itself from ideas that come from anywhere.":1,"#An attractive alternative is a rating system, which is a mainstay on sites from Amazon.com to Yelp. In the context of crowdstorming, the reviews are simply responses to ideas, rather than existing products or services. Case studies have shown that as reviews become more complex, those monitoring the reviews get a better idea of the idea's strengths and weaknesses. The downside is that a more complex rating system requires more work from participants, and increasing complexity causes participation to drop off due to the need for a greater commitment of time.":1,"#<em ljsid-0=\"\"> *Financial underwriters</em> who can help finance a crowdsourcing effort and find new investment opportunities":1,"#GAP was looking for new clothing design ideas and partnered with Threadless to source a creative crowd for those new apparel designs without having to set up their own crowdsourcing apparatus. GAP was able to discover new designs for t-shirts to sell in their stores, and the artists on Threadless received recognition and licensing fees.":1,"#If a company is looking for a more mature and proven idea, respondents will expect more compensation because their contributions will reduce the risk of moving from concept to production. It is also possible that teams or individuals who submit more mature ideas might not be willing to sell them. They might want to partner or to have a financial stake in the venture.":1,"#<em ljsid-0=\"\"> *Partnering </em>with the individual or organization who owns the rights to the property or idea":1,"#<em ljsid-0=\"\"> *Communications or social media:</em> content distributed via social networks in addition to peer reviews and recommendations.":1,"#<em ljsid-0=\"\">Capital or crowdfunding</em>: sourcing micro loans or equity via large crowds and micro donations.":1,"#<strong ljsid-0=\"\">Peter Ryder</strong> is the former president of jovoto, Inc., a startup whose platform and community help to crowdstorm. He also worked at Deloitte, CSC and Accenture helping organizations use technology to transform their operations. He now invests in ventures and advises organizations on how to take advantage of new technologies.":1,"#For the search pattern of crowdstorming, an expert or experts are used to determine the viable ideas. Usually, the group that sets up the crowdstorm is responsible for reviewing the ideas generated by it. This approach works especially well for science, engineering, and even advertising projects where there are clear criteria available for making a decision based on a project's merits.":1,"#BUILD THE COALITION":1,"#FAIR INCENTIVES TO MOTIVATE":1,"#<em ljsid-0=\"\"> *Data or big data:</em> continuous data collection as well as collecting data as a by-product of other activities.":1},"version":205299}]