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He balances an optimistic outlook with an abundance of caution on the present problems, potential risks, and barriers to overcome. Wachter’s observations stem from his research and practice as a physician, providing a boots-on-the-ground analysis of AI in patient care. The book is an inspiring read that’s likely to encourage professionals in healthcare and adjacent and unrelated industries to explore and prepare for a future where AI plays a crucial role.":1,"#There’s tremendous work to be done in this space and enormous barriers to navigate. However, an approach that balances optimism and vigilance could soon unlock a “golden age” in healthcare that will make a meaningful difference for the masses.":1,"#For patients, ease of access to quality care should also improve. AI implementations may help patients book appointments with ease, better understand their test results, request prescription refills, and navigate the healthcare system. Those who opt in to self-care could receive even greater benefits, including rapid diagnosis and treatment plans.":1,"#Looking ahead, a physician’s abilities for diagnosis and treatment should rapidly advance as AI is enabled in healthcare systems. As burdensome work continues to lessen, doctors can spend more time talking with patients and exploring their concerns, making the visits more enjoyable for both parties.":1,"#More research is needed to understand the full impact of AI on healthcare, but Wachter is already convinced it’s improving patient care at his own health system, UCSF Health. He and his fellow physicians are using AI scribes, AI-driven chart summarizations, automated inbox message drafting, and billing assistance to take on time-consuming tasks that have minimal repercussions for patients.":1,"#AI and Future Patient Care":1,"#Further, Wachter observes that AI is empowering patients to better recognize issues, ask pertinent questions, and more deeply understand their diagnoses and treatment plans. Patients can now advocate for themselves, ask about alternative treatments, and ensure they’re getting the care they deserve.":1,"#Advancements are being made to help with diagnoses, predictions, and decision support, all of which can assist physicians in their accuracy. Specialized advancements are also empowering better decisions during surgery and aiding in visual pattern recognitions in radiology. These advancements have potential spillover effects in other specializations.":1,"#One advancement is digital scribes that alleviate a physician’s burdensome data entry work, sometimes comprising more than 15 hours of their work week. AI is also helping physicians work with health insurance companies, particularly in navigating their prior authorization requirements before committing to cover specific medications, tests, or procedures. Patient email inquiries are also being better managed with augmented response technologies, especially those pertaining to billing questions, refill needs, simple care instructions, or conditions that coach patients to make an appointment.":1,"#Every iteration of GPT brings remarkable new advancements. What’s happening in the healthcare space is especially noteworthy.":1,"#What’s Happening Now":1,"#Trust in the systems is crucial. AI must be right 100 percent of the time for every stakeholder to build trust in it. Wachter believes it will take a decade or more to get there. For now, AI is correct often enough to be helpful but incorrect enough that it can’t be relied upon. Interestingly, a key factor limiting its accuracy is physician involvement. In a study where physicians were given cases to review, half with their usual resources and half with access to GPT-4, outcomes were similar: The physicians who had no access to AI scored 74 percent on diagnostic reasoning, and the physicians who used AI scored 76 percent. However, when GPT was allowed to review the cases apart from the physicians, it attained a remarkably higher score; 92 percent. While still imperfect, this finding undermines a common assurance: that having a physician work alongside AI is the best approach to AI integration.":1,"#Wachter asserts that this is why healthcare should continue with a “crawl before you walk” approach. Healthcare can’t yet fully buy into the promises that AI may bring, but care providers should carefully explore it, find potential use cases, and examine ways in which they can safely deploy it while protecting the patients they seek to serve.":1,"#There are hurdles to overcome. In healthcare, AI must prove itself to be safer and better than human care providers in addition to being more convenient and less expensive. It’s likely that one-time failures will be widely reported on and catastrophized, opening the door to lawsuits and shuttering companies hoping to help the dismal state of modern healthcare.":1,"#Today, there’s a bias for AI augmentation over AI autonomy. Many are open to seeing how AI can help them do things better, faster, or less expensively, but they also remain wary of delegating work that’s crucial to a still-developing tool.":1,"#Hurdles to Overcome":1,"#Fortunately, AI is still iterating. Technologies continue to improve through second AI system auditing and prioritizing verifiable data sets over other sources of information. Still, there continue to be ethical, operational, clinical, and regulatory challenges that require healthcare professionals to remain deeply involved as AI learns how to care for people.":1,"#Wachter explains that today’s AI is still imperfect. Many point to errant responses such as AI hallucinations, the need for skilled prompting, biases, and misinformation, all of which impact trust and raise concerns about privacy and security. These are especially important topics in healthcare, where errors can have a life-or-death impact and ill-conceived outcomes can harm patients, physicians, and hospital systems.":1,"#Generative AI may seem to be an overnight breakthrough—one that has deep implications in virtually every field of work and study. However, it was preceded by years of rules-based, if-then algorithms that built a body of information. Pairing that with new capacities to store and curate immense volumes of data, even data that’s unstructured, has been crucial to unlocking the current capabilities of ChatGPT, Claude, Anthropic, and other similar models.":1,"#An Imperfect Tool in Healthcare":1,"#The potential for rapid advancement in healthcare exists. However, emerging problems must be studied and addressed before the healthcare system can take the leap.":1,"#However, there are numerous barriers that stand in the way of rapid advancement. Politics, economics, regulations, leadership philosophies, lawsuits, hospital culture, workflows, and hubris could prevent rapid adoption. Patient trust could become a barrier, too, as people tend to trust other humans more than software, even when it may have all the right answers.":1,"#As care providers and administrators begin to integrate new technologies, real outcomes could emerge. For patients, these could include lower costs and better diagnoses and treatment plans. For physicians, a likely outcome is a reduction in burdensome administration.":1,"#Wachter, who has followed the power and potential of technology and AI in healthcare for years, believes generative AI could transform healthcare for the better. While nurses and physicians saw the potential for administrative relief through electronic health records, today’s AI doppelgangers and digital scribes could make the possibility truly possible.":1,"#Wachter, who has followed the power and potential of technology and AI in healthcare for years,...":1,"#Where technologists see a notable advancement is in healthcare. New capabilities in patient data processing, compilation, and analysis are empowering physicians to make confident diagnoses, treatment plans, and prognoses, both by observing patient patterns and comparing them to findings from medical data banks.":1,"#In recent years, AI has become far more powerful and capable than many believed possible. Its rapid evolution has made access to information possible for the masses, allowing everyday people to learn, do more, and complete increasingly complex tasks with relative ease.":1,"#Evolving AI":1,"#Dr. Robert Wachter asserts that the healthcare industry is ripe for disruption. In <strong ljsid-1=\"\">A Giant Leap</strong>, the <em ljsid-3=\"\">New York Times</em> best-selling author explores the evolution of technology and AI in the healthcare space, examines the obstacles to overcome, and indicates the enormity of opportunity that may arise as people build trust in generative AI, particularly when their health—or the health of their loved ones—is on the line.":1,"#Artificial intelligence (AI) has the power to revolutionize healthcare. It’s already making strides, helping physicians answer a range of medical questions, outperforming graduating medical residents on board exams, and even diagnosing real patient cases. Where it’s especially skilled is in processing large bodies of patient information, including their medical history, examination findings, and test results, and assessing them against disease patterns to diagnose, form a treatment plan, assert a likely prognosis, and recommend a follow-up strategy. Further, it can do so with more empathy than trained physicians.":1,"#ISBN: 979-8-2170-4424-5":1,"#Adapted by permission of Portfolio/Penguin, an imprint of Penguin":1,"#©2026 by Robert Wachter":1,"#How AI Is Transforming Healthcare and What That Means for Our Future":1,"#“I’ll see you on the dark side of the moon.” That lyric from Pink Floyd’s “Brain Damage” resonates with me—it’s an invitation to look where most users can’t or don’t. Looking closely at AI can feel uncomfortable, and that discomfort is partly why so many people avoid it. I hope to see you on the dark side of AI. Keep asking hard questions, keep sharing what you learn, and keep admitting what you don’t know yet, because the more of us who turn toward the parts that face away from us, the more our communities can see what is shaping their futures. The far side was never dark to begin with. It was only ever waiting for someone to look.":1,"#Hold the italicized questions in this article up against those values, and the path forward sharpens into view. And even better, we can use our trusted position to inform our communities. Some of that work happens in formal programming, but we can also take advantage of smaller moments: a paragraph in the newsletter, a quick post on social, an “ask me about AI” card propped at the reference desk, a passing exchange with the patron who came in for a recipe and mentions that ChatGPT handed her one. Tell patrons what you know, and be candid about what you are still puzzling through. Point them toward the source instead of letting the AI summary have the last word.":1,"#On the bright side of these AI unknowns, libraries carry a set of values built perfectly for this moment. Intellectual freedom has always meant helping patrons think for themselves, a charge that now stretches to include thinking critically about a machine that speaks with total confidence. Privacy has been our concern for more than a century. The public good is the whole reason library doors open in the morning.":1,"#How Libraries Shine":1,"#For what it’s worth, I used AI while drafting this article. The arguments, structure, and conclusions are mine; AI helped with wording and drafting that I substantially revised. By the logic of the Schilke and Reimann study, this disclosure may cost a little of your trust. For me, transparency is still a trade worth making.":1,"#For libraries, the stakes run higher than for most. We remain among the most trusted institutions in American life, and AI is increasingly woven through the software we touch all day. It is impractical to put a disclosure label onto every spellcheck and ranked result. However, having a clear, honest position we can explain is critical in a time when AI backlash is prevalent, especially among regular library users. Trust is hard to earn and easy to lose. What will your patrons expect you to tell them?":1,"#Disclosure is thorny. If you lean on AI to help draft a newsletter or a grant report, do you tell anyone? In general, transparency should build trust, but when it comes to disclosing AI usage, that’s not always the case. In a 2025 Organizational Behavior and Human Decision Processes article, Oliver Schilke and Martin Reimann ran 13 experiments and found, with unsettling consistency, that people who disclosed using AI were trusted less than the people who said nothing. The same study revealed that getting caught hiding it did even more damage, so silence offers no safe harbor either.":1,"#The Dark Usage":1,"#They use these platforms constantly, often without a working sense of what the tools are doing underneath. The most important question in the AI era may be the one librarians have always asked: Where did this come from, and how would I verify it?":1,"#The same pattern holds among the youngest, most fluent users. Common Sense Media reported this year that 86% of teens and tweens use generative AI, more than half of them weekly, and yet only about a third understand that it cannot reliably separate fact from fiction. Just half said a teacher or their school had ever shown them how to judge whether AI-generated information is trustworthy.":1,"#The output is incorrect more than our communities know. A 2026 New York Times analysis, conducted with the AI startup Oumi, found that Google’s AI Overviews were accurate about 91% of the time. That figure sounds reassuring until you consider Google’s scale. More than 5 trillion searches are performed each year, meaning a 9% error rate translates to more than a billion wrong answers every day.":1,"#Most patrons picture something closer to a reference desk. When, in 2025, the Searchlight Institute asked more than 2,300 American adults what an AI like ChatGPT is actually doing when it answers a question, 45% said it looks up the exact answer in a database, and another 21% thought it follows a script of prewritten responses. Only 28% correctly identified that it predicts likely words from learned patterns. The system millions treat as an encyclopedia works much more like a very advanced autocomplete.":1,"#Many in our communities assume that generative AI is simply the next version of Google. They type in a question, see the AI summary at the top of the results, and reasonably conclude that search has always worked more or less this way and has now grown smarter. What actually happens is that the summary is generated on the spot, composed word-by-word as the most plausible-sounding answer the system can assemble. The model works by predicting which words are most likely to come next, drawing on patterns it absorbed from massive amounts of text, and that text is not always accurate.":1,"#The Dark Functionality":1,"#Libraries know better than most that decisions about information are never truly neutral. When an AI system presents an answer as objective, remember that humans made choices about what it should optimize for, and a business model underwrites those choices. Behind every technology is an agenda. Whose interests does this one serve, and who didn’t get a vote?":1,"#The same lesson holds higher up, at the level of the companies building the platforms. OpenAI’s stated mission is to ensure that artificial general intelligence benefits all of humanity. That is an ambitious goal, and it raises an uncomfortable question: Who gets to decide what benefits all of humanity? At the moment, that authority rests with a handful of private companies clustered in a few ZIP codes, answering mostly to their investors. Their values become the defaults inside products that millions of users treat as neutral.":1,"#A 2024 Federal Trade Commission staff report, “A Look Behind the Screens”, found that the largest social media and streaming platforms engage in vast surveillance of their users, retaining troves of behavioral data—some of it bought from data brokers—and monetizing it largely through the targeted advertising that brings in most of their revenue. This data is worth billions of dollars a year.":1,"#When patrons hear the term AI, they picture a chatbot. Most of AI is hidden and woven into our daily routines: the recommendation systems predicting what we will click, buy, watch, and scroll past next. These predictions are assembled from data we generated ourselves, gathered across years of ordinary online life and stitched into a profile we have never seen. When a tool costs nothing, our attention and our behavior are usually what pay for it (i.e., we become the product). Every action we take gets logged and fed back in to sharpen the next round of predictions, often by data companies whose names are unknown. The feed that seems to read our minds runs on an enormous record of everything we have ever done in front of a screen.":1,"#The Dark Agenda":1,"#AI has a dark side in much the same sense—a whole hemisphere that most in our community never turn to look at, even as we use these technologies every day. What we find in the unseen space is worth taking time to consider. Three concepts sit hidden on the dark side of AI: what is behind the platform, how it actually works, and how we use it.":1,"#AI has a dark side in much the same sense—a whole hemisphere that most in our community never turn to look at, even as we use these...":1,"#What we call “the dark side of the moon” is just our perspective from planet Earth. The “dark” hemisphere receives the same sunlight the near side does, on the same schedule every day, but we’ve called it “dark” for most of human history because no one had ever seen it. It stayed hidden until 1959, when a Soviet spacecraft sent back the first grainy photographs of terrain that had been there the entire time.":1,"#by Crystal Trice":1,"#Clicking this link will redirect to relevant products for the Author Crystal Trice.":1,"#التعليمات":1,"#(12:00 دقائق)":1,"#(3:41 دقائق)":1,"#شرط":1,"#8 دقائق":1,"#بحث":1,"#لغة":1,"#ملاحظاتي":1,"#تعلمي":1,"#بيت":1,"#مرحباً":1,"#يقبل":1,"#The sales manager may be the most critical position within a sales-driven organization, since the company’s profitability is based on successful sales. Yet his or her significance can be overlooked and unacknowledged. In Sales Management, world-renowned sales expert Brian Tracy reveals the important methods, strategies, ideas, and techniques of the best sales managers—which, if incorporated, will increase any sales manager’s effectiveness. The result translates to increased sales, which can propel a sales manager to success and career advancement.":1,"#Many sales managers struggle in their role as sales coach because they haven't learned the basics of teaching. In order to become a more effective coach, sales managers should follow Colleen Stanley's 2 key principles.":1,"#How to Be a Great Sales Coach":1,"#This article discusses the success of a start-up financial services firm in California, which has achieved over $100 million in sales in less than three years. The organization attributes its success to several key factors, including superior products, rewarding salespeople, providing training and incentives, and having a strong marketing department. The article also highlights the importance of creating a sales culture and emphasizing the goal of \"protecting families\" rather than simply selling financial products. It cautions against pursuing growth for growth's sake and emphasizes the need for a strong sales management team and senior leadership that stays focused on core values. The article concludes by emphasizing the importance of examining the root causes of sales problems and maintaining the core beliefs and values that led to success.":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Marc Pettersson</a></strong>’s career spans over two decades, from research and design to sales and from start-ups to Fortune 500 companies. His hands-on experience as a key account manager served as the inspiration to write the book. Pettersson works as an independent interim manager in commercial roles and is chairman of the boards of two companies. He’s also an active angel investor and partner with MassChallenge community, a global nonprofit start-up incubator.":1,"#Every KA manager’s role is unique to their industry, and no two postings are alike—some may have a completely different title than KA manager. However, every KA manager position is entirely tied to the accounts involved, so be sure you know the types of accounts attached to the role and company before your interviews.":1,"#KA manager roles are often senior and require a variety of preexisting sales, managerial, and industry relevant experience. You must build a network of industry connections over time to be a competitive candidate. You won’t necessarily have to be an expert with the products or services in your industry, but you must be able to understand and properly discuss industry topics fluently.":1,"#Key Account Manager: A Ladder to the Top":1,"#Competition in the industry has strategically moved toward your customers.":1,"#Recent delivery and product quality issues.":1,"#Zero projects in the pipeline.":1,"#Little contact with your buyer.":1,"#If an account seems to be going well but you’re unsure how the party truly feels, look for the following signs of staleness:":1,"#You can mitigate staleness in a customer relationship by continually offering new and innovative products and services. Offer features that used to come at a higher price with a discount or even for free, especially if the features have become an industry standard over time. You can also partner with your accounts to perform joint-marketing campaigns or broaden their network with some of your own connections.":1,"#It’s easy to get comfortable with a longstanding customer, but account relationships that grow stale will someday dissolve.":1,"#Keeping It Fresh":1,"#Customers always love to see that they’re working with a manager of integrity and authenticity. Integrity helps build goodwill with clients, and goodwill is required for a customer to trust you. When someone thinks you’re of high integrity, they’ll believe you even during difficult times. If you’re authentic with a high sense of integrity, customers will be more understanding and know you’ve done everything in your power to make the solution right.":1,"#A KA manager’s greatest strength through every situation is a strong sense of love, passion, and pride in their work. Everyone has their own unique reasons for loving their job and industry, but a KA manager must exude their own excitement whenever they interact with a customer—sometimes, their sales depend on it, as customers can tell if you’re not on their side.":1,"#Love and Pride":1,"#Additionally, use your company’s proper documentation channels—such as a customer relationship management (CRM) system—to leave a “paper trail” of all your communication efforts with accounts. Documentation helps ensure that you can remain consistent whenever you need to get in touch with an account.":1,"#When in doubt, use the <em ljsid-1=\"\">THINK</em> method to ask yourself if your communication starts from the following places: <em ljsid-3=\"\">truth, honesty, inspiration, necessity</em>, and <em ljsid-5=\"\">kindness</em>.":1,"#Communication is crucial for KA managers because you’re likely working against stakeholders’ biased perceptions. Every sales-related role garners a stereotype or persona over which you have no control. The only thing you can control is how you interact, behave, and communicate with your accounts to prove that you’re trustworthy and on their side.":1,"#Verbal communication relies on exact wording, so when you’re unsure of a proper response, resort to silence. Written communication should always be readable and understandable, with no hidden messages or meaning. Try to picture your communications being publicized—if you’re uncomfortable with such a scenario, chances are something about your messaging should be changed.":1,"#Keep Communication Simple":1,"#Usually, the buyer has the most up-to-date information on general market and industry practices, so always assume that the buyer is an expert in their respective field. Additionally, in any negotiation, preparation is your best friend. Always have a fallback or walk-away option in case the conversation doesn’t go your way, as fallbacks ensure you start with a baseline and never overpromise or lie to your accounts.":1,"#Negotiations are the lifeblood of sales and require you to fully understand your customer and the stakeholders who influence their decision. Negotiations for KA managers can be long and drawn out, especially when working with long-standing customers.":1,"#The Sweet Deal":1,"#<em ljsid-0=\"\">Demonstrate your knowledge through consultive selling</em>. You can show customers your knowledge and expertise in counsel without any ulterior motive for an additional deal.":1,"#<em ljsid-0=\"\">Take advantage of upselling and cross-selling</em>. During negotiation, selling another or different product or service that coexists well with the original deal can transform the sale into a more enticing offer.":1,"#<em ljsid-0=\"\">Pay close attention to body language, tone of voice, and phrase changes</em>. Great salespeople try to get to know their customers before making the deal so they can recognize behavioral changes in conversation.":1,"#<em ljsid-0=\"\">Lower or raise the action and pain threshold</em>. Lowering the threshold means making your product or services ready for a demo or easy to get started with, whereas raising the threshold requires convincing the customer that their job will be more difficult without your product or services.":1,"#As a KA manager, use the following strategies to close your sales:":1,"#The customer must trust your company and what it stands for.":1,"#The customer must trust you as both a salesperson and a KA manager.":1,"#The customer must need your product or services.":1,"#Sales skills are foundational for a KA manager, even if most of your job is working with existing accounts. Good salespeople understand a customer’s position and context, such as why they’re interested in a product or service and what problems the product or service solves for them. Three things must be true for a sale to succeed:":1,"#Sell Me This Pen":1,"#Inevitably, the KA manager role will feel lonely at times; trying to serve two different parties who often hold opposing interests can be difficult. The way you recognize and manage your stress both on and off the job will directly affect the longevity of your career. Short-term solutions like mindfulness and box-breathing techniques help, but the best way to ensure a healthy career is to do what you love and work in an industry you’re passionate about.":1,"#Additionally, both your employer and your accounts will have different corporate cultures that you’ll need to navigate. Your job is to recognize and eliminate any friction that may occur between the two parties. Take note of a company’s leadership style, such as whether decisions are made in a slow, bureaucratic process or quickly.":1,"#Mismanagement occurs when your loyalty sways more toward either the customer or your organization, so ensure that all your deals start from a place of transparency and satisfaction for every party involved. While it’s nearly impossible to have a completely 50/50 deal, as long as you’re forthcoming with the facts and do your best to not intentionally trick anyone, all parties can walk away happy.":1,"#The Art of Balancing":1,"#To work with limited resources, build relationships that complement your organization’s resources so you don’t have to work alone. Build a winning team across different departments by regularly sharing information and letting others offer new strategies and ideas. You’re only as strong as your relationships, connections, and network.":1,"#All four resources are valuable and necessary for a KA manager, but you won’t always have access to the right resources for the job.":1,"#<em ljsid-0=\"\">Financial</em>, such as money and credit.":1,"#<em ljsid-0=\"\">Intellectual</em> properties and brands.":1,"#<em ljsid-0=\"\">Human</em>, for employees and teams.":1,"#<em ljsid-0=\"\">Physical</em>, for equipment and products.":1,"#A company’s most important resources are usually the most difficult to acquire. Resources can be summarized into four different types:":1,"#Limited Resources":1,"#Once the issue is close to or completely resolved, don’t let it slide off your radar; you must follow up and check in with your customers to ensure that actual progress was made.":1,"#When bearing bad news, prepare for the situation as much as possible. Understand the full context of the situation so you can confidently answer any question that comes your way and have a solution in mind so communication starts from a place of damage mitigation. Be clear, concise, and consistent with your messaging, as misinformation and rumors can spread rapidly.":1,"#Unfortunately, KA managers are responsible for communicating bad news to customers when something goes wrong. When a situation like this occurs, it’s best not to panic—use all the tools at your disposal to inform the customer and keep them satisfied.":1,"#Panic Mode":1,"#Customer relationships don’t just involve procurement teams and sales; other departments within a customer’s company will have their own perspectives and relationships with you. A good KA manager will try to connect with everyone within the organization.":1,"#You should always know your customers, but being too close with a buyer can lead to potential pitfalls. For example, if customers only relate to you personally but not to your services or competitive offerings, they’ll eventually be swayed toward other solutions. It’s best to use both a personal and a strategic approach, ensuring that you consistently deliver.":1,"#The Relationship Trap":1,"#Who are your biggest rivals today?":1,"#Are there any substitutions for products and services within your industry?":1,"#In sales conversation, who has the most power—the customer or the supplier?":1,"#Are suppliers easily replaceable or highly specialized and unique?":1,"#Is your market currently new or attractive to potential customers?":1,"#KA managers must extensively know their respective industry. If you’re just getting started in a new field as a KA manager, use the <em ljsid-1=\"\">five forces analysis</em> by asking the following questions:":1,"#Even though KA managers mainly work with existing accounts and buyers, networking is still a key proponent of the job. Good networking takes patience and good listening skills; if you rush networking endeavors or network purely for transactional reasons, you’ll chase away potential opportunities.":1,"#Even though KA managers mainly work with existing accounts and buyers, networking is still a key proponent of the job. Good networking takes patience and good listening skills;...":1,"#Thought leaders post on social media to share their knowledge and perspective with their network, but being a good thought leader requires bringing something new to the table authentically and humbly.":1,"#Great KA managers know both their industry and their customers. The best way to acquire such valuable knowledge and perspective is to become a <em ljsid-1=\"\">thought leader</em>, or a leading voice in both your company and your network.":1,"#What Makes a Great Key Account Manager":1,"#<em ljsid-0=\"\">Love what you do and who you serve</em>. Great KA managers must enjoy their work, company, chosen industry, and customers.":1,"#<em ljsid-0=\"\">It can be a lonely job</em>. KA managers must prioritize two distinct perspectives: the company’s and the customer’s. This can feel paradoxical and stressful if you don’t take care of yourself and start the job from a place of humility and integrity.":1,"#<em ljsid-0=\"\">Nurture your relationships</em>. Even the best accounts can fizzle out over time unless you continually invest the time and energy necessary for business relationships to evolve.":1,"#<em ljsid-0=\"\">Preparation is your best friend</em>. You’ll often be faced with bad news or setbacks from both your organization and customers, but the better you prepare for such situations, the easier it will be to stay present and try alternative solutions.":1,"#<em ljsid-0=\"\">Create your unique network</em>. Key account (KA) managers succeed when they rely on their industry knowledge and connections; however, proper networking stems from genuine interest.":1,"#Key account (KA) managers are tasked with the unique job of advocating for customers as well as their company. Every KA role varies from position and industry, but they all stem from one required skill: the ability to nurture relationships. In <strong ljsid-1=\"\">Key Account Rock Stars</strong>, Marc Pettersson demonstrates how to satisfy both your company and your employers by using all the resources at your disposal. Whether you’re building relationships with your sales department or with your customers, as a KA manager, you get to control the account conversation.":1,"#ISBN: 978-1-63742-587-9":1,"#by Marc Pettersson":1,"#Raising Your Volume by Lowering Your Decibels":1,"#Clicking this link will redirect to relevant products for the Author Marc Pettersson.":1,"#Another piece of agility is learning agility specifically, and learning agility means that you are open to new experiences, you are open to learning new skills. You recognize that just because you’re a leader doesn't necessarily mean that you know everything right away and that you know more than the people around you. It means that you take advantage of things like massive open online courses, conferences, mentorships, even shadowing where you as a leader might go and do someone else's job. In the 21<sup ljsid-1=\"\">st</sup> century, we all need to be as broad as possible because we never know what parts of our jobs are going to be automated and for this reason you have to constantly be looking for ways to up level your skill set, so that you can continue to compete not only as a leader but also as a human employee.":1,"#The number 1 most important trait that leaders in the 21<sup ljsid-1=\"\">st</sup> century can develop is agility, specifically the ability to turn and change direction on a moment's notice, particularly in response to changing market conditions. The business world is evolving more quickly than it ever has before, and the days of learning something in business school or doing it at a previous company and being able to go and replicate exactly the strategy used before or the days of developing a business plan that might last for 1 to 5 years, those days are over too. We need to be prepared to come in on a daily basis and reassess by gathering a diverse array of perspectives what we are going to do in that time in that moment.":1,"#The number 1 most important trait that leaders in the 21<sup ljsid-1=\"\">st</sup> century can develop is agility, specifically the ability to turn and change direction on a moment's notice, particularly in response to changing market conditions. The business world is evolving more quickly than it ever has before, and the days of learning something in business school or doing it at a previous company and being able to go and replicate exactly the strategy used before or the days of developing a business plan that might last for 1 to 5 years, those days are over too. We need to be...":1,"#Alexandra Levit believes that the most important trait leaders can develop in the 21<sup ljsid-1=\"\">st</sup> century is agility. Learn how you can become more agile by following these simple tips.":1,"#The Mentorship Edge":1,"#<span ljsid-1=\"\">2</span> of <span ljsid-3=\"\">639</span>":1,"#(3:03 minutos)":1,"#(17:00 minutos)":1,"#(34:00 minutos)":1,"#(20:30 minutos)":1,"#(28:00 minutos)":1,"#(32:00 minutos)":1,"#(23:00 minutos)":1,"#(27:00 minutos)":1,"#(21:00 minutos)":1,"#(2:21 minutos)":1,"#Los cambios en las demandas y expectativas de los consumidores, impulsados por las nuevas tecnologías interactivas, están transformando el posicionamiento de las marcas. Si bien estos avances ofrecen a las empresas interesantes oportunidades de crecimiento, también conllevan riesgos. En «La marca preparada para el futuro», Mitch Duckler le guía a través de las posibilidades y los escollos de estos cambios vertiginosos. Combina una visión global con análisis detallados, siempre con la mirada puesta en las tecnologías y las tendencias de consumo que marcan el futuro del branding y el marketing de contenidos. Es un libro para líderes y profesionales del marketing que desean aumentar su ventaja competitiva preparando sus marcas para el futuro.":1,"#(24:30 minutos)":1,"#Florecer":1,"#(24:00 minutos)":1,"#In every industry, there are people who lead, manage, innovate, and envision better than the leaders around them. We’ve seen these leaders show up throughout history, as we did with Wilbur and Orville Wright and Martin Luther King Jr. We’ve also spotted them in recent years, as we did with Steve Jobs and other tech leaders who’ve created, marketed, and led others in inspiring ways, all while being rewarded with loyalty, followership, and higher levels of profitability in the companies they serve. These leaders excelled by all measures for one simple reason: They started with why. Best-selling author and popular TED talk speaker Simon Sinek explores this idea in Start with Why. He explains that people won’t buy into our products or messaging until they understand the why behind them. He goes on to say that the why—and not our assumptions—must serve as the framework for how we create new ideas, inspire action, and foster loyalty in this era. He challenges us to create lasting success by using his framework and remembering to ask the simple question, “why?”":1,"#Start with Why":1,"#The article focuses on need to control the attrition rate by re-evaluating the employee engagement and career planning strategies. It mentions that the vision of professional firm Ernst & Young described during the interview process and responsibility to someone else to deliver the performance feedback. It also presents the views of Diana Kutz, a talent leader at EY, and the need of increasing engagement and reducing attrition.":1,"#Elevating the Employee Experience":1,"#This article discusses the seven attributes that define a great place to work, based on research conducted with over 200,000 employees in 27 countries. The attributes include recognition, exciting work, security, fair pay, education and career growth, good working conditions, and truth. Employees value being recognized and appreciated, having interesting and fulfilling work, job security, fair compensation, opportunities for growth, a pleasant work environment, and transparent communication from leadership. The acronym RESPECT summarizes these attributes. The article suggests that organizations that prioritize these attributes can achieve positive outcomes for employees, customers, and finances.":1,"#Creating a Great Employee Experience":1,"#Palau":1,"#Lesotho":1,"#Guatemala":1,"#Equatorial Guinea":1,"#Burundi":1,"#Bermuda":1,"#Follow Us":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Colleen Stanley discusses the importance of integrating emotional intelligence (EQ) with IQ--and how sales managers can do so.":1,"#People don’t leave companies, they leave bosses. Thus, it’s imperative in today’s global and fast-moving work environments to become a happy manager, as well as create and support happy employees. In Be a Happy Leader, Tia Graham acknowledges this critical element of business governance and shares her Happy Leader methodology based on positive psychology, adult neuroscience, and proven examples to inspire and lead professionals to create a culture of happiness and well-being. By using these tools and techniques to build resilience in mind and body, leaders of all levels can enjoy the peaks, as well as overcome the valleys, of life’s journey.":1,"#Be a Happy Leader":1,"#Engagement levels among U.S. employees present an area of critical concern for employers. Each year an increasing number of workers voluntarily quit their jobs. The loss of a key employee can throw a wrench into even the most profitable company or organization. In The Stay Interview, Richard P. Finnegan emphasizes that learning to understand employee needs and motivations is the best way to increase retention rates. Stay interviews provide a direct and highly efficient means to engage employees at a level of intimate honesty that promotes worker retention. By using probes and effective listening, managers extend their own level of competency by ensuring that departments remain staffed by the best available workers.":1,"#The Stay Interview":1,"#There's a distinct gap between how leaders would like to motivate and encourage others versus how they actually motivate and encourage others. Peter Fuda offers guidance on how to successfully align the two.":1,"#How to Motivate and Encourage Others":1,"#In <strong ljsid-1=\"\">Fawning</strong>, Clayton explores the practice of fawning, one of the lesser-discussed approaches to trauma. This practice can involve connecting with an aggressor and even complying with their demands to neutralize danger, but it can take a heavy toll on the person deploying it. She shares tools for unfawning that can help you discover why you engage in this chronic practice and begin the journey toward healing. The book does include references to sexual, physical, and emotional abuse, which are used illustratively but may be triggering. Please read with caution and seek support when needed.":1,"#Finally, discover who you are and be authentic to it. Clayton coaches you to recognize your value, be welcoming to your uniqueness, and give yourself grace as you embody your space.":1,"#Then, find small ways to be vulnerable with people you deem to be safe. Offer a bit more transparency and honesty about your experiences in increments when it feels appropriate to you.":1,"#Next, set healthy boundaries. Start small, deciding on a line that needs to be drawn and holding others accountable to comply with it. If they don’t, have clear consequences ready and be prepared to abide by them.":1,"#First, she suggests awakening your fight response. Find your anger and be assertive about what you need.":1,"#A final method for finding freedom from fawning is to tackle your relationship dynamics. As you heal yourself from the inside, you must also put an end to past patterns with people who have hurt you. Clayton shares several strategies that can help.":1,"#Take on the Outer Work":1,"#Other practices include <em ljsid-1=\"\">somatic experiencing</em>, an approach that can help you work through body memory and physical sensations to heal chronic and post-traumatic stress, and <em ljsid-3=\"\">eye movement desensitization and reprocessing (EDMR)</em>, a technique that helps your body process core memories and emotions. It’s essential to work with a practitioner for either approach.":1,"#Further, she advises you to consider <em ljsid-1=\"\">internal family systems</em>, to explore the parts of yourself that need attention and care. You can allow those parts to have a voice and find resolution.":1,"#Clayton also coaches you to reprocess your trauma. Carefully revisit and work through traumatic events in safe ways so they no longer run your life.":1,"#Internal work can help you choose yourself in moments of present or recalled trauma. Practices that emphasize nervous system regulation can be especially powerful. Clayton recommends asking yourself what you need in that moment and then meeting it to the best of your ability. The practices you can manage may feel small. However, they may expand your capacity one degree at a time so you have a wider range for care.":1,"#Do the Inner Work":1,"#The fourth is <em ljsid-1=\"\">noticing the nudges</em>. Here, you’ll create an openness to new ideas, narratives, or resources. Clayton coaches you to pay attention to what you feel drawn to and allow yourself to explore those thoughts or practices.":1,"#The third is <em ljsid-1=\"\">taking space</em>. Create time in your calendar that’s free from others’ expectations. For example, take an entire afternoon for yourself or sit in your car for 10 minutes after your commute to prioritize your needs without sacrificing for others.":1,"#The second is <em ljsid-1=\"\">resourcing</em>. In this practice, you’ll find and use tools that help you feel connected. Foro example, you might choose an activity, such as swimming, walking, engaging in art, taking a bath, or wearing a weighted blanket, that will help you feel whole.":1,"#The first is <em ljsid-1=\"\">orienting</em>. This is a practice of reconnecting with what’s happening right now. Clayton notes that many who have endured trauma detach from their difficult past and their present environment. She coaches you to stop where you are, look around, and observe your environment. Seek out an item that feels positive or neutral to you and feel your body relax as you pay attention to it.":1,"#There are no clear-cut practices to employ as you begin your “unfawning” journey. However, Clayton shares four tactics you can try as you start healing yourself.":1,"#One powerful strategy to find freedom is to build a new relationship with yourself. This strategy requires time as well as a shift in your orientation, from others to yourself, that may feel new and uncomfortable. Clayton coaches you to be gentle as you attempt this reset and begin dismantling old beliefs and behaviors.":1,"#Unfawn by Trusting Yourself":1,"#Clayton shares three new methods that can help fawners find freedom. These include unlocking the magic of trusting yourself, doing the inner work that’s needed, and tackling the relational challenges you face.":1,"#Many therapists offer seemingly helpful remedies for those who practice fawning. These include understanding your attachment style, journaling to find patterns and build self-awareness, prioritizing shared values in relationships over common interests, and stating positive affirmations. The problem with these solutions is that they place the problem on the victim’s shoulders.":1,"#Clayton asserts that fawning is taught, encouraged, expected, and even rewarded in many contexts. However, both socialized and learned fawning can keep those practicing this response in a constant survival mode, while never actually helping them improve their relational dynamics.":1,"#Clayton believes there are a number of reasons that fawning occurs. One is that people are raised and socialized to fawn. Children are often coached to defer to others, caretake, be sweet, and lighten others’ load. She asserts that patriarchal masculinity may play a part, as can cultural norms, family systems, systemic racism, and an immersion in environments that are toxically positive or led by people who are narcissistic or emotionally immature.":1,"#Why You May Be Fawning":1,"#In practice, fawning may include apologizing to someone who hurt you, befriending or caring for your bullies, making excuses for others’ behaviors, or believing others will change if you are patient enough or work hard enough to help them. Other common behaviors include hypervigilance, conflict avoidance, constant anxiety, minimizing your own feelings, believing something is wrong with you, and shape-shifting to avoid upset. Clayton asserts that while these practices are often invisible, they can be deeply taxing on the person employing them.":1,"#This response often results from past, ongoing traumas, including abuse, that a victim has learned to manage. Fawners often deemphasize their own needs and overemphasize others’ comfort, two approaches that may feel protective but can be deeply unhealthy for the person deploying them.":1,"#Clayton explains that when you fawn, you try to act normal, unbothered, and in control. You may seem agreeable and accommodating, even though the situation feels very wrong, as a way to neutralize the danger and find safety.":1,"#Clayton explains that when you fawn, you try to act normal, unbothered, and in control. You may seem agreeable and accommodating, even though the...":1,"#Danger can produce a range of responses. In some moments, you may choose to <em ljsid-1=\"\">fight</em>, holding firm in your stance and pushing back against an aggressor. In other moments, you might choose to <em ljsid-3=\"\">flee</em>, avoiding the conflict and seeking a safer setting. At times, you could instead <em ljsid-5=\"\">freeze</em>, feeling unable to react, whether by confronting or retreating. While these are the most commonly discussed responses, Clayton reveals a fourth that deserves just as much attention: <em ljsid-7=\"\">fawning</em>.":1,"#Fawning Defined":1,"#Clicking this link will redirect to relevant products for the Author Ingrid Clayton.":1,"#In <strong ljsid-1=\"\">Fawning</strong>, Clayton explores this survival mechanism and how it helps a person find power in moments of powerlessness. She dives deeply into what it means to fawn in trauma, why this phenomenon happens, and the steps you can take to heal from chronic fawning.":1,"#In moments of trauma, it’s natural to fight, flee, or freeze in response to a threat. However, there’s a fourth response that’s rarely discussed but just as crucial to understand how to navigate in moments of conflict: <em ljsid-1=\"\">fawning</em>. Dr. Ingrid Clayton delineates this form of fawning from its more common definition—seeking a person’s favor in a cringing or flattering way—asserting that fawning, in trauma, is a practice of becoming more appealing to the aggressor to defuse conflict, avoid confrontation, and find safety.":1,"#Adapted by permission of G. P. Putnam’s Sons, an imprint of Penguin Random House LLC":1,"#©2025 by Ingrid Clayton, PhD":1,"#by Ingrid Clayton":1,"#Why the Need to Please Makes Us Lose Ourselves—and How to Find Our Way Back":1,"#The article focuses on building agile teams that thrive amid constant disruption by fostering a mindset centered on curiosity, continuous learning loops, and psychological safety. It emphasizes agility as a strategic capability enabling teams to anticipate challenges, adapt quickly, and innovate confidently. Key practices include encouraging curiosity as a leadership expectation, implementing ongoing learning cycles rather than one-time training, and creating environments where team members feel safe to share ideas and take risks. Aligning agile behaviors with organizational goals and leaders modeling adaptability further reinforce this approach. When these principles are applied, teams experience faster learning, greater innovation, increased resilience, and stronger collaboration.":1,"#The Agility Advantage":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Dr. Milan Frankl</a></strong>, MBA, PhD, has managed large-scale system development projects; conducted numerous information technology, telecommunications, and business reengineering strategic plans; and played major roles in key systems development initiatives. He held technical, marketing, and management positions with IBM Canada. He later joined the Quebec-based Desjardins Credit Union Confederation as Director of Clearing Systems. Frankl is presently a professor emeritus with the University Canada West, a member of the UK-based Global University Systems, and an adjunct professor with the School of Health Information at the University of Victoria.":1,"#<em ljsid-0=\"\">Accountability</em>. AI’s autonomous nature makes it difficult to determine accountability for mistakes.":1,"#<em ljsid-0=\"\">Economic and social impact</em>. Millions of jobs could be displaced by widespread AI implementation.":1,"#<em ljsid-0=\"\">Malicious use</em>. Impersonation software and autonomous weapons represent dangerous uses of AI.":1,"#<em ljsid-0=\"\">Security risks</em>. AI systems are particularly vulnerable to hacking and manipulation.":1,"#<em ljsid-0=\"\">Lack of nuance</em>. NLP models often interpret communication literally and lack cultural sensitivity.":1,"#<em ljsid-0=\"\">Reliance on large datasets</em>. Prioritizing quantity over quality leads to inaccurate models.":1,"#<em ljsid-0=\"\">Technical limitations</em>. Current AI models struggle with contextualization, emotional intelligence, and ambiguity.":1,"#<em ljsid-0=\"\">AI decision-making</em>. AI systems shouldn’t make critical decisions without human oversight.":1,"#<em ljsid-0=\"\">Privacy</em>. Personal data must be collected with consent.":1,"#<em ljsid-0=\"\">Bias</em>. Poorly processed data can exacerbate social injustices.":1,"#While AI offers a transformational potential to businesses, it’s important to understand AI’s limitations, risks, and dangers. These risks are among the most pressing concerns in AI implementation and should be mitigated with a comprehensive framework:":1,"#The Dangers and Weaknesses of Using AI in Business":1,"#<em ljsid-0=\"\">Skills</em>. Invest in development programs to improve data literacy.":1,"#<em ljsid-0=\"\">Process</em>. Identify where automation would help employees be more engaged and productive.":1,"#<em ljsid-0=\"\">Culture</em>. A data-driven mindset is achieved through training, collaboration, and transparent communication.":1,"#<em ljsid-0=\"\">Strategy</em>. AI initiatives must align with business goals.":1,"#An organization’s leaders are responsible for developing a strategic vision for AI implementation and ethical deployment. Consider the following areas when planning an AI transformation:":1,"#Organizations aiming to embrace AI should begin by cultivating a culture of innovation, risk-taking, and collaboration. If mistakes are punished and work is micromanaged, contributors won’t feel comfortable experimenting with AI systems. This culture should be supported by computing hardware, data management systems, and skilled professionals so that teams are well-equipped for innovation.":1,"#Becoming an AI-Driven Organization":1,"#<em ljsid-0=\"\">Federated learning (FL)</em> is a decentralized method of AI development that trains data on local user devices instead of a central server. In healthcare and finance, FL offers increased privacy and security while decreasing organizational liability. Organizations can also leverage AI-powered cybersecurity defense systems to accelerate response time and predict potential threats to data security. As hackers become more sophisticated, these AI systems can quickly learn from new data and adapt their protective measures.":1,"#AI models process large amounts of sensitive data, so organizations should be sure to understand all applicable data privacy regulations. Being transparent about how you use personal data builds trust with customers and avoids potential legal repercussions. Maintaining long-term trust requires a robust security strategy that includes encryption, access controls, and regular security audits.":1},"version":205431}]