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Mentoring can help reduce turnover and improve job performance by providing guidance and support to new employees. The article emphasizes the need for female mentors who can offer knowledge and experience to help other women succeed. It also highlights the challenges women face in finding mentors and suggests ways to start mentoring programs in organizations. The article concludes by mentioning a successful mentoring program called the Suit Yourself Program, which provides support and training to women with little education or job experience. Overall, mentoring is seen as a valuable tool for building a healthy and productive workforce.":1,"#Women Helping Women: How Mentoring Can Help Your Business.":1,"#This article discusses the importance and benefits of mentorship programs in various fields. It highlights three specific mentoring programs: COOP Careers, STEM-UP Network, and the St. Louis SHRM chapter. These programs aim to provide guidance, support, and skill development to mentees in order to help them achieve their career goals. The article emphasizes the positive impact of mentorship, including the acquisition of new skills, the development of a strong support system, and the opportunity to gain valuable connections. It also provides best practices for implementing successful mentorship programs.":1,"#Models in Mentoring":1,"#<strong ljsid-0=\"\">Julie Winkle Giulioni</strong> is co-founder of DesignArounds; julie@designarounds.com.":1,"#<strong ljsid-0=\"\">Beverly Kaye</strong> is founder and co-CEO of Career Systems International; beverly.kaye@careersystemsintl.com.":1,"#The preceding is adapted from the authors' book, <em ljsid-1=\"\">Help Them Grow or Watch Them Go: Career Conversations Employees Want.</em>":1,"#What if you could re-imagine your role around helping others to grow? What if you reframed this task in such a way that responsibility rested squarely with the employee? What if your role was more about prompting, guiding, reflecting, exploring ideas, activating enthusiasm, and driving action than actually doing all of the work? That's how best-in-class leaders do it. And so can you. Just start the conversation -- and watch your employees grow.":1,"#Conversation has the power to deeply touch employees' hearts and minds. You require nothing more than your own words to inspire reflection and commitment, which generate actions that employees own.":1,"#It's all about the conversation":1,"#When it comes to the manager's role in development, talk is the most precious and results-spurring commodity you have to share.":1,"#What did you learn yesterday?":1,"#What skills would you like to develop?":1,"#How can we challenge you?":1,"#What else would you like to be doing?":1,"#How could we better use your talents?":1,"#What's your favorite part of this job?":1,"#Conversation is an anytime, anywhere strategy that easily can fit within the flow and rhythm of daily work. Simply pick a question, ask it, and wait for a response. Here's a short starter list:":1,"#Thoughtfully conceived and well-timed questions make things happen. They provoke reflection, insight, constructive discomfort, ideas, and action in others. They keep the focus squarely on the employee and reinforce the shift of development ownership from the manager to the direct report. Finally, effective questions demonstrate that you respect and value the other person.":1,"#If the work of career development happens within the context of conversation, then the primary tool of the trade is the question. You don't need all of the answers, but you must know the questions.":1,"#If you're like most managers, at least a few of these myths ring true and undermine your ability to help others grow. The first step is to recognize this reality. The next step is to remobilize your efforts.":1,"#Remobilize through conversation":1,"#<strong ljsid-1=\"\"> Myth 5: Development efforts are best concentrated on high potentials, many of whom already have plans in place. </strong> You can, indeed, see a significant return on the development you invest in your high-potential employees. However, they comprise approximately 10 percent of your population. You probably have another 10 percent of marginal performers who are on a different kind of plan. But what about the 80 percent of employees in between -- the massive middle responsible for doing the bulk of the work? Imagine what even a small investment in their development might yield.":1,"#<strong ljsid-1=\"\"> Myth 4: Everyone wants more, bigger, or better promotions, raises, prestige, or power. </strong> If you believe this myth, then you perceive your employees as baby birds with their mouths always wide open, begging to be fed. This image must quickly lose its appeal for doting bird parents, much less busy managers. Based on our research, this assumption is patently inaccurate. When asked what they hope will result from a career conversation with their managers, the number one response employees give is: determine ways to use my talents creatively.":1,"#<strong ljsid-1=\"\"> Myth 3: Employees need to own their careers; it's not my job. </strong> Agreed. Managers don't own the development of their employees' careers; employees do. But that doesn't mean that managers are completely off the hook. You have an essential role to play in supporting others to take responsibility. And that role plays out largely through conversation.":1,"#<strong ljsid-1=\"\"> Myth 2: If I don't talk about it, they may not think about it, and the status quo will be safe. </strong> Why invite problems? Developing people could cause them to leave and upset the balance of your efficient department, right? Wrong. Employees have growth on their minds, whether you address it or not. Withholding these conversations presents a greater danger to the status quo than engaging in them.":1,"#<strong ljsid-1=\"\"> Myth 1: There simply is not enough time. </strong> No one will argue that time is among the scarcest resources available to managers today. But let's get real: You're having conversations already, and probably all day long. What if you could redirect some of that time and some of those conversations to focus on careers?":1,"#Through the years, managers have created and continue to propagate several myths by sharing oral history and spinning lore. These myths -- that is, reasons or excuses -- keep them from conducting the career conversations that their employees want. Which of the following are familiar to you?":1,"#Immobilizing myths":1,"#Whether through a formal individual development planning meeting or an on-the-fly connection, it's the quality of the conversation that matters most to employees -- that's how they judge a manager's performance and their own development. It's also how they make the decision to go, stay, or stay and disengage. So if it really is as simple as merely talking to people, then why isn't career development a more prevalent feature in the organizational landscape?":1,"#Careers are developed one conversation at a time, over time.":1,"#Career development is nothing more than helping others to grow -- and nothing less. It doesn't occur through meticulous documentation, but rather through the human act of conversation.":1,"#The problem lies with how we think about career development. For many it's become a complex and convoluted task to be avoided rather than embraced. Too often career development evokes unpleasant images of forms that must be completed and complex processes with checklists and deadlines to follow. But such administrative tasks are not career development.":1,"#Study after study confirms that best-in-class managers -- those who consistently develop the most capable, flexible, and engaged teams able to drive exceptional business results -- share one quality: They make career development a priority.":1,"#Rethink career development":1,"#No matter how long, hard, or smart you work, you can't do all of this alone. Success depends on effectively accessing the very best that each employee has to offer and enabling the highest possible levels of engagement.":1,"#<strong ljsid-1=\"\"> Deliver the next big thing. </strong> Most organizations believe that if they're not moving forward, they're sliding backward. Innovation has enjoyed the spotlight because it represents the promise of greater success.":1,"#<strong ljsid-1=\"\"> Continuously improve quality. </strong> \"Good enough\" isn't good enough. Given the competition in today's global market, perfection is the standard -- until it's met; then you must perform even better.":1,"#<strong ljsid-1=\"\"> Meet ever-expanding expectations. </strong> Every quarter, you're asked to achieve a little (or a lot) more such as generate bigger sales, accumulate a greater number of service interactions, take on more projects, or hit higher scores.":1,"#<strong ljsid-1=\"\"> Do more with less. </strong> This phrase has become cliché, but it permeates life at work. You've likely become a master at finding ways to reduce costs, time, and other resources to levels you once imagined were impossible to reach.":1,"#Assuming a management role in today's workplace comes with a front-row seat to some of the greatest business challenges of our time. On a daily basis, managers are tasked with the following responsibilities.":1,"#Overcoming Common Myths":1,"#Career Development Conversations":1,"#No Results found for <span ljsid-1=\"\">\"historia de la gamificación\"</span>":1,"#The article discusses the \"ADAM\" employee leadership coaching methodology from the Centre for Executive Education. Background information on the history of executive coaching and its alleged basis in best practices is offered and the sequence of assessment, discovery, action, and measurement is detailed.":1,"#Coaching of NextGen Leaders":1,"#The article discusses a survey carried out by Virtua, a nonprofit healthcare system in southern New Jersey, on bridging generational differences and its impact on employee engagement. The survey gathered respondents' insight on the effectiveness of traditional approaches to hiring employees, labor productivity and career expectations. Five initiatives are outlined on how Virtua approaches the changes to the recruitment process.":1,"#How to Bridge Generation Gaps":1,"#Tired of PowerPoints? Trainers and facilitators aren't the only ones. There is a reason the boardrooms of Twitter, Amazon, and LinkedIn have banished PowerPoint presentations to the annals of presentation history. The respected CEOs of those organizations have openly denounced PowerPoint and pushed their teams to be more dynamic in their approach to presenting. Apple Cofounder Steve Jobs went a bit further by unapologetically declaring that \"People who know what they're talking about don't need PowerPoint.\"":1,"#Cornelius Dowdell":1,"#Ditch the Slides":1,"#Leaders often talk about accountability in organizations. Howard Guttman explains the 5 levels of accountability, culminating with cross-functional accountability throughout your organization.":1,"#The 5 Levels of Accountability":1,"#To encourage curiosity in your organization, you need to lead with questions. Natalie Nixon explains how you can develop hindsight, insight, and foresight to help your team buy in to curiosity.":1,"#Use Curiosity to Obtain Buy-In":1,"#Why wait for validation from others when you can spark motivation by celebrating yourself? Learn how Stacey Hall created a self-acknowledgement celebration habit by “going APE.”":1,"#Celebrate Your Success by \"Going APE\"":1,"#The origins of the modern organization can be traced to the Industrial Revolution. Based upon a command-and-control model, organizations were structured to reward or punish workers in order to increase output. Mark Powell and Jonathan Gifford refer to these companies as steam-engine organizations. However, modern-day organizations are not based on mechanical outputs such as turning coal into new sources of power. In My Steam Engine Is Broken, the authors stress the importance of reworking the idea of the modern organization and its workforce by exploring the 10 paradoxes of the steam-engine mentality.":1,"#My Steam Engine Is Broken":1,"#This article discusses the importance of aligning rewards and recognition with desired behaviors in leadership. It references a classic Harvard Business Review article by Steve Kerr that highlights the dysfunctionality of many reward systems in various industries. The author, Jann E. Freed, emphasizes the need to reward behaviors that organizations desire and to hold leaders accountable for developing other leaders. The article also mentions examples of incentives driving bad behaviors, such as the financial crisis and the Wells Fargo scandal. The author concludes by stating that rewards are powerful and that realigning rewards and recognition with desired behaviors is crucial.":1,"#Jann E. Freed":1,"#Leaders: What Are You Rewarding?":1,"#The article discusses the two directions that employers should be addressing employee engagement from beyond proving meaningful work. Topics discussed include the popularity of employee engagement according to public web facility Google Trends, examples of targeted career development initiatives, and how to provide employees with the resources they need to move, grow, and develop.":1,"#Phillip Roark":1,"#Employee Engagement":1,"#In Facilitation in Action, Carrie Addington, Jared Douglas, Nikki O’Keeffe, and Darryl Wyles provide facilitation professionals with tangible guidance to deepen their impact, from facilitation strategies across modalities to the pivotal role of giving and receiving feedback regularly throughout an event. Their suggestions will help you develop a growth mindset, thoroughly prepare, and adapt your approach for learners’ benefit. By engaging in continuous learning and modeling empathy, vulnerability, and feedback-seeking behavior, you will enhance every learning experience you create.":1,"#Facilitation in Action":1,"#With email and social media extensively growing, we are beginning to rely heavily on online and virtual communities as our main sources of communication in business. For best HR practices and a successful HR strategy, it is still important to develop strong face-to-face networking skills. [ABSTRACT FROM AUTHOR]":1,"#Jessica Rose":1,"#How the Customer Experience Revolution Is Changing the Role of HR Professionals":1,"#As a result of the spate of defining moments in 2020, this is a unique time in America's and the workplace's history. Antiracism training Although you may think that there is no way that your company's training and development practices reflect bias, confirm it by assessing your last few training classes.":1,"#Emmanuel V. Dalavai":1,"#Building a Positive Organizational Culture Through Antiracism":1,"#If you want to be successful in your professional and personal endeavors, having fun isn’t an option—it’s a necessity. By scheduling meaningful breaks throughout the day, week, month, and year, you can get more done with less effort. In The Power of Having Fun, noted author, speaker, and business coach Dave Crenshaw explains how you can be happier and more productive by making fun a priority.":1,"#Dave Crenshaw":1,"#The Power of Having Fun":1,"#In The Employee Engagement Mindset, Timothy R. Clark reveals that the business world has been focusing on only the organization’s role in driving employee engagement, while ignoring the other interested party—the employee. When employees are highly engaged at work, organizations succeed and employees’ professional and personal lives improve. Employees who take ownership and pride in their work get results with energy, passion, and purpose. Clark provides a step-by-step guide to reversing this pattern, one employee at a time, by breaking it down into six key behaviors. He provides practical advice on how employees can put themselves on the fast track to true engagement using this six-part model.":1,"#The Employee Engagement Mindset":1,"#The article discusses the innovative culture of Generation Y, or the millennial generation, with information on common career goals, satisfactory employment, and desired positions. Topics include the impact of shared ideas on business development, the contribution of young employees to organizational growth, and career guidance for millennial employees.":1,"#LADAN NIKRAVAN":1,"#John Wiley & Sons, Inc., 2011 Employee disengagement undoubtedly exists today, although productivity is high by historical standards. Employees may seem more engaged in their work, but they may also be working hard out of fear of job loss or just until conditions return to “normal.” Building a culture to overcome employee disengagement, or to maintain employee productivity for positive reasons, is a critical role for today’s corporate leaders. In Engaged Leadership, Clint Swindall presents a fable and a set of how-to guidelines that outline how leaders can build cultures of employee engagement.":1,"#Clint Swindall":1,"#Engaged Leadership":1,"#Organizations that want a culture of continuous improvement must develop certain competencies. All employees must have good problem-solving skills; this requires using a scientific approach in which small improvements are iterated over and over as you move toward a specific improvement objective. Managers must be able to coach workers to develop those problem-solving skills. In Toyota Kata Culture, Mike Rother and Gerd Aulinger show how using two small practice routines, or kata, can help an organization develop skills in problem solving and improve organizational capacity for scientific inquiry and innovation.":1,"#Toyota Kata Culture":1,"#Alessandra Cavalluzzi":1,"#How to Create a Culture of Giving":1,"#The article examines the use of storytelling and narrative in employee and executive training. A leadership training program of wireless telecommunication services company Sprint in which executives studied and practiced storytelling is examined. The benefits of participatory storytelling in employee training are cited. The use of video recordings of storytelling is examined.":1,"#MARGERY WEINSTEIN":1,"#Once Upon a Time in Training":1,"#424 Results found for <span ljsid-1=\"\">\"historia de la gamificación\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"primeros representantes de la Gamificación\"</span>":1,"#428 Results found for <span ljsid-1=\"\">\"primeros representantes de la Gamificación\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"representantes de la Gamificación\"</span>":1,"#The article discusses the emergence of AI coaches as part of a holistic learning experience. Four years ago, AI coaching was still in its early stages, with the most effective solutions being in the public speaking niche. However, with the development of Large Language Models (LLMs), a new wave of AI coaches has emerged, capable of playing various coaching roles. These AI coaches can be used for sales and customer service training, providing learners with the opportunity to practice challenging situations through natural conversation. The article also highlights the importance of the appearance of these bots in shaping the user experience. Looking forward, AI coaches are expected to become smarter and more integral components of learning programs.":1,"#David McAdams":1,"#Game-Changer":1,"#The article focuses on a Meet the Modern Learner study conducted by the professional services firm Deloitte regarding learners that suggests that the only one percent of workweek of learners is devoted to development and training. Topics discussed include leveraging professional networks for collaborative learning, and the motivation of learners.":1,"#ANTHONY GRECO":1,"#Guiding the Hand of Self-Directed Learners":1,"#Agile Engagement":1,"#Even when companies place a high priority on workplace culture and engagement—and understand how engagement in a positive atmosphere increases company profits—most still report consistently low employee engagement levels. In Agile Engagement, Santiago Jaramillo and Todd Richardson highlight the benefits of creating a positive workplace culture, provide tools for analyzing your organization’s current climate, and offer practical guidance on how to increase employee engagement and improve your overall workplace environment.":1,"#Shauna Robinson":1,"#Virtually Unskilled":1,"#Innovation isn’t just a corporate game changer, it’s a game itself! In The GAME of Innovation, David Cutler explains how you and your team can use the principles, rules, and tools of board games, puzzles, and sports to create remarkable innovative solutions. Beautifully designed, the illustrated, full-color book offers a graphic-rich tutorial on how to play the innovation GAME, unify your team, and discover the remarkable.":1,"#The GAME of Innovation":1,"#In Gamify, researcher Brian Burke explores the concept of gamification, or the use of game-style experiences and rewards to engage and motivate employees, customers, and communities to achieve goals and/or innovations. Using real-life examples from successful gamification practitioners, Burke describes the concept, debunks common myths about gamification, and demonstrates how to best practice it.":1,"#Brian Burke":1,"#Gamify":1,"#424 Results found for <span ljsid-1=\"\">\"representantes de la Gamificación\"</span>":1,"#Far too few women hold leadership positions in our world. No female leader has ever taken the helm of the United Nations or World Bank. World-power countries, including the United States, France, Japan, Spain, and Italy, have never had a female president or prime minister. In fact, 70 percent of the nations on our planet have always had a man in charge. In corporate settings, board rooms, and even in Hollywood, where only three women have ever won an Academy Award for Best Director, the problem persists: Women aren’t being recognized, promoted, supported, or granted leadership authority. In Women and Leadership, Julia Gillard, the first female prime minister of Australia and chair of multiple esteemed health and education organizations, and Dr. Ngozi Okonjo-Iweala, the first woman to serve as Nigeria’s Finance Minister and Foreign Minister, call attention to how the odds are stacked against the nearly 4 billion females living on the planet today, and they explain why the world is suffering because of it. They also weigh in on the worryingly slow rate that the gender gap in leadership roles is closing and show their impatience to see real, transformative change. Diving right into ideas for progress, these women name the obstacles that keep women from becoming leaders of the world and workplace and offer actionable ideas for quickening the pace for progress.":1,"#Breaking through the glass ceiling can be a challenge. Kara Goldin reveals the qualities you need to rise through the ranks.":1,"#Women and Leadership":1,"#Many professional women receive approval and accolades but become disillusioned because external rewards do not lead to wholehearted success. Rather than follow the clear linear path forged by men, they must choose an alternative approach to fulfillment. Spiraling Upward by Wendy Wallbridge offers women a roadmap to finding their purpose by using the co-creative powers of energy, thoughts, feelings, words, and actions, which are the fundamentals of self-creation. This “spiral up” process frees women from being defined by external roles and allows them to redefine their lives and achieve success on their own terms.":1,"#Wendy Wallbridge":1,"#Spiraling Upward":1,"#Women today are busier than ever, less satisfied, and are looking for answers. In When Women Rise, Dr. Michele Kambolis provides scientifically supported practices, including explicit inspirational meditations and breathing exercises, that help women reawaken their minds, bodies, and souls. By understanding the effects of nature on our bodies, practicing daily rituals, mantras, and meditations, and keeping an openness to healing, we can personally find our unique path toward a more peaceful, healthy, and joyous life.":1,"#When Women Rise":1,"#As women of color, Latinas are on the front lines in fighting for social, economic, political, and racial justice. That fight can be exhausting and take a significant personal toll. To be a powerful change agent, you must move beyond simply surviving: You must be able to thrive both professionally and personally. In Thriving in the Fight, author Denise Padín Collazo provides insights and tools that can help you trust your instincts, be your full self, and overcome negatives that are holding you back so you can vibrantly thrive as you champion change.":1,"#Denise Padín Collazo":1,"#Thriving in the Fight":1,"#Marshall Goldsmith, Sally Helgesen":1,"#215 Results found for <span ljsid-1=\"\">\" Sindrome de ovario poliquístico (SOP)\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"índrome de ovario poliquístico (SOP)\"</span>":1,"#Organizations are created by humans and have aspects similar to human health, and as a former emergency physician, Susan F. Reynolds approaches the health of an organization in the same manner she treats a human patient. In Prescription for Lasting Success, Reynolds explains that in order to transform an organization, leaders must go beyond the chief complaint, or obvious problem an enterprise is dealing with, to find the deeper, less obvious factors that are causing the issue. These factors must be resolved for the company to achieve the goals that allow it to grow and serve its market.":1,"#Susan F. Reynolds":1,"#Prescription for Lasting Success":1,"#Many people feel permanently overwhelmed. In In Your Power, executive coach and speaker Sharon Melnick, PhD, teaches how to regain control. Backed by over 10 years of experience at Harvard Medical School, Melnick guides you through 12 power portals to help you stop reacting to the limitations of others and start raising yourself up.":1,"#Sharon Melnick":1,"#In Your Power":1,"#The term “women of color” was coined in 1977 at a national conference sponsored by the U.S. government to address gender inequity. It originally described women of African, Asian, Hispanic, and Native American descent, but it has since been expanded to include many other ethnicities. Because of their gender and their their historically marginalized status, women of color often feel like double outsiders, standing on the outside of privileged society looking in. In Double Outsiders, Jessica Faye Carter defines the culture of the U.S. corporate world and women of color’s place in it. Drawing from statistics, scientific studies, and anecdotes from successful women of color, Carter highlights the obstacles they face, the stereotypes they must endure, and the difficulties that come with being marginalized twice over.":1,"#Source: JIST Publishing":1,"#Jessica Faye Carter":1,"#Double Outsiders":1,"#While progress has been made in achieving gender parity in the workplace, there’s still a long way to go. Andrés Tapia points out 3 things you can do to ensure you’re being inclusive with women in the workplace.":1,"#How to Be Inclusive with Women":1,"#When products or brands have more buyers than sellers, they’re oversubscribed. Businesses that are oversubscribed enjoy greater profitability, but they’re also positioned to thrive through stronger customer relationships and higher levels of innovation. In Oversubscribed, Daniel Priestley shares the eight principles for becoming oversubscribed and the five phases of the campaign-driven enterprise method.":1,"#Oversubscribed":1,"#Female partnerships can transform business through the application of flexibility, mutual support, and accountability. Because women understand that happiness and joy are core goals in a partnership, the power of women in partnership is both revolutionary and practical. In addition to moving beyond the paradigms of conflict and competition of bygone business theories, this power provides a foundation for understanding the growth cycles of profit and innovation. In Power Through Partnership, Betsy Polk and Maggie Ellis Chotas explain how healthy collaborations between women are founded, nurtured, and directed toward profit and success.":1,"#Power Through Partnership":1,"#In Prep Push Pivot, Octavia Goredema shares strategies to help high-potential performers advance in their careers and recognize their worth. She explores the preparation, push, and pivot involved to help underrepresented women identify their career values, align their career goals, plan for career changes, and pay it forward.":1,"#Prep Push Pivot":1,"#Too many women live their lives stretched beyond their capacity. Their days are overscheduled, and they sacrifice self-care to care for others and take on the tasks that await them. They may accomplish the work that’s required, but they’re often left feeling depleted and defeated. In Overwhelmed and Over It, Christine Arylo helps women recognize that this pattern isn’t working—and that it must change today. Her practical strategies for breaking free from systems, structures, and routines that contribute to self-sacrifice, overwhelm, and burnout can spark a lasting personal and social transformation for those who embrace them.":1,"#Christine Arylo":1,"#Overwhelmed and Over It":1,"#As one of the first women to fly the Apache helicopter in the U.S. Army, Shannon Polson is an expert on leadership. Whether you are just starting out or you’re making a transition in your career, Polson offers 4 recommendations to women in leadership positions.":1,"#183 Results found for <span ljsid-1=\"\">\"índrome de ovario poliquístico (SOP)\"</span>":1,"#the-transformative-power-of-intentional-communication-in-leadership":1,"#Copyright of Personal Excellence is the property of HR.com, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.":1,"#At the next earning call, Vikram still wasn't visible to his audience, but he acted as if he was. Being congruent in his actions and intentions carried through to his voice and changed the tenor of the call. Exercising mastery over his voice and gestures not only helped Vikram deliver an on-point address but truly embody leadership.":1,"#<strong ljsid-0=\"\">Clarify Your Point of View </strong>- How you feel about your message dramatically impacts your delivery. Imagine you need to give a team member critical feedback for a missed deadline. If you're angry, your gestures can show up as accusing or, worse, threatening. It's okay to be upset by the delay, but what do you want to accomplish with the message? If you aim to set firm expectations yet motivate the employee, your movements will likely soften. Clarifying your intention aligns your nonverbal cues and makes them specific to the context.":1,"#<strong ljsid-0=\"\">Be Purposeful</strong> - Are your gestures attached to the meaning of your words, or are they repeated over and over as a habit or nervous filler? Shuffling your feet, looking around, and waving your hands could signal you're off-ground and disconnected from the audience. Breathe and reengage your intention to connect. Focus your physical energy on movements that underscore the reasons behind your message. Your gestures and posture will naturally become crisp, deliberate, and energetic when charged with a goal.":1,"#<strong ljsid-0=\"\">Intend to Connect</strong> - Begin by taking stock of the physical space and the message's context. Ask yourself how big or small your gestures need to be. Where do you need to be relative to the person or audience for them to feel comfortable and you to be heard? Then lower your defenses - and theirs - by practicing sincere curiosity and openness. In response, your body will naturally make itself less threatening. You'll find yourself relaxing, leaning in, nodding, and matching your posture to theirs.":1,"#Then, to help your body move in concert with your objectives easily and authentically, remember three simple things:":1,"#How does this compare to my habitual way of showing up?":1,"#For this message to be heard by this audience, how do I need to show up?":1,"#What message do I need this audience to hear?":1,"#It's more important to clarify your reasons for communicating - to understand why you're modifying your body language. Begin by asking yourself these questions:":1,"#Nonverbal communication helps our audiences understand what we're saying and how to feel about our message, making body language a crucial pathway to building trust and rapport. The problem is that leaders are often bombarded with a grab-bag of instructions. Appeals to hold eye contact, smile, maintain an open posture, and use expressive gestures are nearly mantras in the leadership canon. While each of these suggestions can be useful for building rapport, they can also send the wrong signal in the wrong context.":1,"#Embody the Message":1,"#Lastly, Stops are intentional pauses in your speech, allowing your audience time to absorb your message. Extended pauses can add gravity and confidence to your delivery. It's like using your voice as a highlighter, emphasizing key points for the listener.":1,"#Resonance gives your voice its unique quality, including pitch and tone. It's the color and timbre of your voice - crucial for projection and volume. Using your full optimum pitch range, where you're most resonant, makes your voice more attractive and easier to listen to for team members.":1,"#Articulation involves the clarity of your speech - your consonants, vowels, and the words you choose to emphasize. A well-articulated message helps your audience understand and remember key points.":1,"#Energy refers to the volume and speed of your voice. Speaking at a comfortable pace, between 110 to 160 words per minute, helps maintain listener engagement. Think of velocity in terms of the message you want to convey. Faster speaking may suit lighter, humorous content, while slower speech often fits more serious, complex, or crucial information.":1,"#You're more likely to land important messages by adding variety and contrast to your speech. Listeners can habituate to what we're saying and tune out - especially with a monotone delivery. To leverage your full vocal expression, remember the acronym EARS: Energy, Articulation, Resonance, and Stops. Let's break it down:":1,"#To Be Heard, Use Your EARS":1,"#You can use words to startle, motivate, provoke, deflate, or soothe. But along with word choice, your decision to punch up or downplay different phrases demonstrates your sensitivity to the situation and the listener's needs. If Vikram had deliberately used his voice to underscore his genuine belief in the company's robustness, the news - and the firm's profitability - may have taken a different turn that day.":1,"#Your voice is a richly expressive instrument capable of broadcasting a wealth of information about you, your motives, and your social adeptness. The tone, pace, rhythm, and pitch of speech carry nuanced shades of meaning, creating a secondary level of communication known as paralanguage. Our brains are hardwired to perceive and trust these subtle vocal cues, prioritizing them over the content. In short, as Vikram found, how you say what you say matters.":1,"#Full-Throated Leadership":1,"#During our work in the intervening months, Vikram discovered a pivotal truth: Your voice and body are tools for delivering communication with emotional intelligence. If your tools aren't sharp or used correctly and for the right tasks, your message will fail. There must be congruency between your gestures, voice, and intent. Without alignment, you risk being misunderstood and possibly alienating the people you most want to influence.":1,"#It didn't. Vikram handled the next earnings call like a seasoned CEO.":1,"#The media reports undermined the company's reputation and sabotaged any faith the board had in Vikram to steer the ship. When they hired me to work with him, the board was blunt: We can't afford this to happen again.":1,"#Because the report was by phone, the attending analysts and press couldn't see Vikram, only hear him. When the call ended, the biggest news wasn't the company's lackluster earnings but Vikram's tone of voice. The press characterized him as deflated and noncommittal about the company's future.":1,"#They quickly regretted the decision after his first earnings call.":1,"#Years ago, a leader we'll call Vikram was a new CEO. He came up from inside the company. Despite being groomed for the role, when it came time to promote him, there was a lot of internal discussion about whether he was ready for the top job. Ultimately, the board gave its approval.":1,"#Years ago, a leader we'll call Vikram was a new CEO. He...":1,"#It's a lesson one CEO learned the hard way.":1,"#Leaders often underestimate how intentional they need to be in every aspect of their communication, including voice and body language. It turns out it's a hazard of the job. Merely holding positional power can reduce your ability to perceive how your words and gestures impact others. Researcher Adam Galinsky calls it the \"power amplification effect\". A raised eyebrow at the wrong moment or an offhand comment can spike fear in team members or sabotage trust - even impact the bottom line.":1,"#Unleashing the influence of voice and body language.":1,"#By Theresa A. Domagalski, Ph.D.":1,"#Maximizing communication effectiveness is best summed up by attending to the following: be a good observer of those with whom you plan to interact, listen carefully and tailor your communication modalities to the intended recipient. And, when considering frequency, more is generally better; the importance of regular communication cannot be overestimated. Following these guidelines will ensure that your communication with others is both successful and effective.":1,"#Consider also the cultural differences among members of your workforce. Nonverbal communication is interpreted differently depending on the culture in which an individual is raised. The use of eye contact for instance signifies confidence, respect and attentiveness in U.S. culture but means something quite different in Asian culture. Employees with Asian backgrounds perceive eye contact as disrespectful when they communicate with someone of higher status. They also avoid verbal challenges with those of higher status, unlike U.S. culture where respect among younger generations is earned rather than granted by occupational designation. Moreover, Americans exhibit a comfort with direct communication that differs from some cultures which prefer to rely upon body language and non-verbal cues rather than direct statements. Thus, when addressing employees, it befits those who initiate communication with others to consider how the rituals and stylistic tendencies of others may differ from one's own.":1,"#Communication rituals also vary by gender. Styles of interaction differ among males and females; without an appreciation of how these interaction rituals differ, it is easy to make faulty attributions and formulate misperceptions about the intent of the other party. As one example, female employees tend to attribute success to collaborative efforts with others and they are apt to be inclusive and participative when making decisions. This does not signify a lack of confidence as is sometimes believed. Nor does it signal a lack of personal achievement. Similarly, the tendency of male employees to take personal credit and display a desire for status over others may be mistaken by others as attributable solely to personal accomplishments rather than the combined efforts of multiple parties. Faulty attributions also occur when the same behavior is displayed by both sexes. Hardnosed negotiation tactics and displays of anger may be perceived as strong convictions when displayed by males and as irrational emotionalism or aggressiveness when displayed by females. Awareness of gendered linguistic styles and double standards in one's perceptual processes may circumvent workplace communication errors.":1,"#The workforce of today is fortunate to have the benefit of diverse individuals who offer rich perspectives and skills. The diversity also presents an opportunity to others to extend their communication repertoire. Consider the different generations currently occupying the workplace. Millennials, or 20-somethings, were born with a technological device in their hands. As such, they are adept at reaching out to others virtually. They are, however, less skilled and less comfortable with direct and in-person conversation. Therefore, routine information is readily received by this age group on their technology and should be the preferred medium. Yet, millennials also desire coaching, frequent feedback and mentoring. Occasionally, this will require in-person contact; this is especially so when they need to be corrected. When the message is sensitive, be reminded that a rich, direct medium is the best approach. However, since millennial employees lack skill with direct communication, any such communication should be provided in a positive manner so that it is received favorably. Generation X, those employees in their middle 30's and into their late 40's are quite comfortable with e-mail as a routine form of communication. When interacting with this generation, the message will be best received when the emphasis is on results. This cohort is concerned with the end results more so than the process. They are also comfortable with informality. Thus, tailoring communication in this manner has the greatest potential for effectiveness. Baby boomer employees, those in the 50 to 65 age range, possess a mindset of hard work and paying one's dues. Employees in this cohort are most comfortable with face-to-face communication and receiving news in a way that enables two-way communication. It may be perceived as disrespectful to members of this age cohort to receive information through technological devices particularly when the subject is one that is perceived as sensitive by the baby boomer employee. Since baby boomers are accustomed to putting in their time and waiting for their turn to receive coveted rewards, they expect the professional courtesy of in-person contact when they are denied desired rewards. Speak directly to employees in this age range and provide opportunities for them to attend to the non-verbal communication that is presented from body language.":1,"#It is commonplace to interact with others by using communication modalities with which we are most comfortable. If we prefer in-person conversations, we will gravitate toward that medium when we want to interact with others. Conversely, if we are attached to a smart phone, we might automatically pick up the device to reach out to others. Before doing so, it might be advantageous to consider the intended recipient of your message. One easily discernable clue is to attend to the other party's preferred modes of communication. Does he typically send messages to you by e-mail? Does she stop by your office to talk? Is the visit prescheduled or impromptu? These behaviors signal the communication preferences with which others are most comfortable. Following their lead may facilitate an easier communication exchange with others. It will be easier to accept difficult messages and maintain mutual trust when messages are conveyed in a manner that is most comfortable for the recipient. Sensitivity to the other party's preferred communication modalities will yield more favorable long term outcomes than taking the easy route by using the communication with which the sender is most comfortable.":1,"#Know your audience: Generational, gender and cultural divides":1,"#Thus, messages that one party might perceive as sensitive, difficult or important require richer forms of interaction that encompass body language and emotions, along with two-way feedback between the parties. This will ensure that the communication exchange is effective even if not efficient in the short term. Failing to address important or sensitive subjects correctly erodes trust and ultimately harms the relationship.":1,"#Similarly, planned organization-wide changes and the need to solicit buy-in or acceptance from others are important matters that necessitate a full airing and appreciation of both verbal and non-verbal communication. Organizational change is not merely a matter of information dissemination. Instead, it requires managing the change process. For this, regular and frequent communication is essential, as is the opportunity to permit others to discuss the impact of the changes on their work routines. Thus, it is important to utilize communication methods that encourage the full range of communication options and open feedback loops.":1,"#Sensitive messages are in the eye of the beholder. If the recipient would consider the subject to be a sensitive issue, it is best handled in a more direct way such as in person, by telephone, or through skype. Notifying someone that she has not received the promotion for which she applied, or citing an employee for a workplace infraction, are perceived as sensitive issues for employees. While it may seem more comfortable for the sender to avoid direct discussion of bad news, business protocol dictates that senders provide a forum for open discussion and exchange of thoughts, along with an opportunity to attend to emotional cues that present themselves nonverbally and through body language. These require a richer medium in which the two parties interact in a direct, real-time manner.":1,"#The nuances of traversing the efficiency/effectiveness exchange require the sender to determine the purpose for engaging with someone else. Subjects that are either routine or trivial may benefit most from a medium that is efficient. For example, disseminating information to employees about their work schedules or issuing reminders about the policy for requesting vacation dates are easily and \"efficiently\" conveyed with memo's, e-mails, or bulletin board posts. There is little need to extend communication to a two-way forum when the intent is to disseminate routine information. However, when the purpose of the exchange concerns a matter that is either sensitive or important, it is advisable to seek out a richer form of communication that allows the two parties to seek and deliver feedback.":1,"#The purpose of the communication":1,"#A more menacing problem is the potential for either incomplete or misunderstood communication between the sender and receiver. Not all messages are equal. At times, it is necessary to provide opportunities for message recipients to seek clarification. This is best done by permitting the receiver to raise questions. When employees need to seek clarification or guidance, or put differently, to engage in a feedback loop, it is more effective to use face-to-face and real-time telephone exchanges. Likewise, some messages necessitate fuller communication that encompasses the non-verbal and para-verbal dimensions of communication. When it is desirable to convey the emotional subtext of a message, this is best handled in person or through live voice such as telephone calls or by using skype with a computer video cam. Providing avenues for a two-way exchange and opportunities to process the emotional dimensions of communication enhance the effectiveness of the communication.":1,"#It is important to note that a desire to use the most efficient methods of communicating with others does not necessarily result in communication that is effective. Efficient communication strives to convey a message in a timely manner. In essence, the sender is free to move on to other tasks once the message has been sent. For this, cell phone text messages, computer-based e-mails and voice mail may all be suitable methods. Each of these modalities permits the message sender to complete the intended communication quickly. In the absence of a feedback loop, however, the efficient delivery of a message may not be the most effective alternative. Messages lack effectiveness either when they do not reach the intended recipient in a timely manner or when they are not received in the way they are intended. Technological failures may result in lost messages that do not reach the intended individual, as is the case when email messages are sent to a junk mail or spam folder, or when text messages fail to deliver to the recipient or when voice mail does not save a message. These glitches cannot be foreseen by the sender of the message in advance, yet they may unfavorably impact the intentions of the sender to reach the receiver. This not only compromises efficiency, it is also ineffective. One useful safeguard is to engage more than one medium if the information needs to be timely. This could be accomplished by following an email message with a telephone call, or by requesting a \"read\" receipt that informs the sender the e-mail message has been read.":1,"#With the many varieties of media available, it might be expected that workplace communications have yielded higher degrees of productivity and enhanced organizational effectiveness. Indeed, available media offer great promise for enhancing work efficiencies. There are several factors to consider when choosing which medium to use when communicating with others. Among the factors to consider are to determine the purpose of the communication, know your audience, consider the nature of the message to be communicated, and weigh the importance of message acceptance by the other party.":1,"#Communication modalities in the workplace are more varied than ever. Advances in computer and telephone technologies have expanded the scope of options in ways unimaginable a mere decade ago. From electronic mail and text messages, to twitter feeds, blogs, Facebook and linked in, employees at all levels possess ways to reach colleagues, superiors, direct reports and customers in real-time, virtual time, personal time and anytime in between.":1,"#Communicate more powerfully and you'll start seeing a positive shift in the quality of your relationships resulting in more influence and positive change at work.":1,"#Great communication is an active skill that requires your attention and intention. Choose to be present when listening and you'll build rapport fast. Choose to speak above the line and you'll leave people feeling positive. Choose open body language and you'll find people are more open with you. Choose to plan your next piece of vital communication and you'll find you'll have a more successful outcome.":1,"#5. Decide the right time. When is the best time to deliver the message?":1,"#4. Choose an appropriate channel. How will you deliver this message?":1,"#3. Make it relevant to your listener. What's in it for them to listen?":1,"#2. Articulate your message. What is your main point?":1,"#1. Clarify the objective of your communication. What's your purpose?":1,"#The sweet spot is to do a little planning but not spend too long that you end up procrastinating on the delivery. Here is a five-step process to help you deliver your next piece of sensitive or important communication.":1,"#To ensure your communication is effective it's useful to plan it out. Set yourself up for success and spend a little time planning out what you'll say, how you'll say it and when the best time is to deliver the communication.":1,"#Where do you sit on the \"Wendy Wing-it and Peter Perfect\" scale of planning? If you're more like Wendy, you love to jump right in, you feel excited by the thrill of the uncertain and you trust you'll just work it out in the middle. The downside is that you might miss key points or deliver communication in a way that is not appropriate or useful. If you're more like Peter, you love to write out every word you'll speak. You attempt to have a clear plan for all possible scenarios and answer all possible questions. The downside is that you can procrastinate in having important conversations or are not present during the conversation because you're too focused on your plan.":1,"#Plan your communication":1,"#Anything crossed or hidden will communicate that you're hiding something or closed off. Choose open body language and good eye contact to communicate trust and openness.":1,"#Whether you are meeting someone one-on-one or speaking to an audience of a thousand, before you've said a word, people have made a judgement about you, your credibility and whether they trust you. When it comes to influencing the feelings and attitudes of those around you, your words are far less important than your voice and nonverbal communication.":1,"#Imagine that your words are in black and white, while your voice and body language bring your communication to life in colour. Where does your tone and body language come from? Your thoughts and emotions which is why it's vital that there is alignment between what you're thinking, how you're feeling and what you're saying.":1,"#Body language is a kind of nonverbal communication, where thoughts, intentions, or feelings are expressed by physical behaviours, such as facial expressions, body posture, gestures, eye movement, touch and the use of space.":1,"#Your voice is a bigger and more important part of your communication than you may think. With your voice, you can mutter, whisper, or shout. You can roar, suggest, demand. You can state, announce, assert, declare, affirm.":1,"#Only a small percentage of your communication is verbal - the words you use. The majority of your communication is through your tone and body language. This is known as your non-verbal communication, and it's speaking louder to people than your words.":1,"#Be mindful of your non-verbal communication":1,"#Words have power and can be used to create, empower and inspire or can be used to close, disempower and shutdown. Choose your words wisely.":1,"#Choose above the line positive words and you'll create a positive experience for yourself and others. When you speak from this place you are encouraging and supportive and the impact is that people feel valued, happy and appreciated. The more time you choose to speak above the line, the more trust and respect you will build in your relationships and the more support and appreciation you will experience from others.":1,"#Choose below the line negative words and you'll give yourself and others a negative experience. When you speak from this place you are discouraging, and disempowering and the impact is that people feel judged, defensive or angry. The more time you choose to speak below the line, the more distance and distrust you create and the less influence and respect you'll have.":1,"#In your communication you have a choice to speak either above or below the line.":1,"#Above and below the line is a concept that relates to your mindset, your words and your actions. Above the line is when you come from a place of love - being open, curious and committed to learning. Below the line is when you come from a place of fear - being closed, defensive and committed to being right.":1,"#Choose to speak above the line":1,"#Active or In-depth listening is showing genuine interest, attention and concentration towards the speaker. It involves being totally present to the conversation, listening to what they are communicating both verbally and non-verbally. It's being so in the moment with a conversation that you could repeat it, if asked to.":1,"#People can tell whether you are actively listening to them or not. The quality of your listening will determine the quality of your relationships. Distracted or surface listening involves split-mind listening. It's like having your mind switched on two channels at the same time; you can't do either justice or absorb the content.":1,"#To communicate well, first you must listen well. Communication is a two-way process, there is a speaker and a listener. Good listeners are worth their weight in gold and are appreciated and respected by other people.":1,"#Be present when listening":1,"#At the centre of all quality relationships is great communication. By developing your skills in communicating you will be more effective and influential in your role, while deepening your relationships with those in and outside the workplace.":1,"#Husbands, wives, children, friends, neighbours, workmates, managers - relationships fill your life. They require the investments of time and care, especially given the quality of your relationships determine the quality of your life.":1,"#Learn four simple, yet profound ways you can communicate more powerfully to deepen your relationships, influence your people and drive positive change at work.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Gabrielle Dolan</strong></a> is a global thought leader on authentic leadership and business storytelling. She’s a highly sought-after international keynote speaker and trainer and the founder of Jargon Free Fridays (www.jargonfreefridays.com). Dolan is also the author of five business books, including <em ljsid-2=\"\">Stories for Work: The Essential Guide to Business Storytelling</em> and <em ljsid-4=\"\">Ignite: Real Leadership, Real Talk, Real Results</em>.":1,"#Authentic leadership requires the courage to put yourself out there, be vulnerable, and take responsibility. As you become more approachable, you’ll build trust with your employees. Clear, jargon-free, real communication is a tool for creating the connections that enable authenticity across your organization.":1,"#Are You Ready to Get Real?":1,"#Serving as a role model for providing constructive feedback.":1,"#Making the time to get to know your employees.":1,"#Showing individuals in your organization that you truly care about them, with no strings attached.":1,"#Asking very specific questions to avoid vague answers.":1,"#Asking for feedback and resisting the urge to respond immediately. Instead, make time for others to contribute their thoughts.":1,"#Personal growth and development depend on feedback from others, in one way or another. All too often people are too polite to share that feedback. As a recipient of feedback, it can be all too easy to defend against it. You can overcome this barrier to personal and professional growth by:":1,"#Know What’s Real for Others":1,"#Authentic leadership is based on bringing your true self to your work, letting others know how you feel, and making sure your words and actions align. When leaders take a stand and speak up on social issues, they build credibility and inspire others to do the same. However, there can be negative consequences from taking a public position. There’s always the risk of alienating some people while ingratiating others. These are decisions you must make for yourself while striving to create congruence between what you do in your professional and personal life.":1,"#Show What’s Real to You":1,"#Accountability is at the heart of authenticity. By taking responsibility and honestly communicating the facts of the situation, you’ll build a connection with your audience, even if you’re sharing bad news. The truth will come out, so make sure you’re the one who tells it first. Support what you say with actions that match your words. Demonstrate that mistakes happen, that they’re learning experiences, and that honesty leads to trust.":1,"#Deal with What’s Real":1,"#Doing away with jargon, except in the rare circumstance when it makes sense to use it for your audience (e.g., to identify a business unit), is a good first step in creating more clear, authentic communications. Evaluate every written communication you create for clarity, no matter who’s reading it. Use words that mean what they say and resonate with your audience.":1,"#Use Real Words":1,"#<em ljsid-0=\"\">Know what’s real for others</em> by listening to them and focusing on building genuine connections.":1,"#<em ljsid-0=\"\">Show what’s real to them</em> by bringing their personal values to their leadership positions.":1,"#<em ljsid-0=\"\">Deal with what’s real</em> by admitting their mistakes and apologizing.":1,"#<em ljsid-0=\"\">Use real words</em> instead of acronyms and jargon that confuse and alienate people.":1,"#Authentic leaders share the following four common traits. They:":1,"#Part Three: How We Practice Authentic Leadership":1,"#The more frequently you present, the more comfortable you’ll be with presenting. Improving your communication skills will help you put more of your true self into them. Look to the experts, hone your own personal style, and refresh your presentations with new material.":1,"#Use a conversational style to engage the audience. Encourage questions.":1},"version":200964}]