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Currently the president of Claremont Graduate University, he previously led the University of Nevada, Las Vegas, and held leadership roles at Washington State University and the University of Arizona. Jessup is a widely published author on entrepreneurship, innovation, and organizational change. He’s a sought-after advisor on higher education strategy, new ventures, and executive development.":1,"#Our legacies will live on through the impact we make today. Your name might not be attached to the product you helped design or the program you helped fund, but the impact of your contribution will live longer than you will. As a leader, stay flexible and listen to the needs of the people around you while keeping your core values strong. People are far more likely to remember you for how you treated them than what projects you worked on with them. Ultimately, your legacy is something that other people determine, so work hard while you’re here and let the impact you created tell your story when you’re gone.":1,"#Fundraising isn’t just about raising money for an impactful project; it’s the act of helping others secure their legacy. When donors contribute money to an organization, they’re leaving a positive legacy through their giving. Just as leaders value the impact they have on others, donors often view philanthropy as one of the greatest impacts of their lives. To Jessup, helping donors understand the gifts they’re leaving behind is part of his legacy as a service-oriented leader.":1,"#Helping Secure the Legacy of Someone Else":1,"#Most of the money Jessup raised came from his close contact with important donors. He didn’t just know donors by their average gift size; he also knew their businesses, families, and personalities. Building relationships with donors also took a lot of teamwork from deans, vice presidents, and professors who all played a role in building a strong relationship between the donor and the university.":1,"#Throughout Jessup’s career, he realized that he had more transformational ideas than his organizations had funding for. If he wanted to impact others, he needed to learn how to fundraise. Decades of hard work, persuasion, and relationship building amounted to almost one billion dollars of money raised for Jessup’s various organizations.":1,"#Relationship Building Is a Contact and Team Sport":1,"#Part V: Legacy":1,"#It was clear to Jessup that some of the board members wanted credit for the new policy, but that didn’t matter to him. Personal credit was not worth more than much-needed benefits for thousands of workers. As a leader, recognition for your work should never come before the work itself. You have a responsibility to make the strongest positive impact on as many people as possible, so let others argue about credit while you improve lives.":1,"#During his leadership at UNLV, Jessup learned from Conrad, a grounds crew supervisor, that the free tuition benefit faculty and professional staff enjoyed was not extended to maintenance, janitorial, and secretarial workers. These employees would benefit the most from the free tuition, but they were being excluded by the policy. Jessup encouraged Conrad to speak at board meetings and eventually got the change approved after long periods of argumentation and stalling.":1,"#As Leader Your Responsibility Is to Others":1,"#Businesses often have to weigh the trade-offs when evaluating their impact on people, profits, and planets. While organizations must strike a sustainable balance, leaders should focus on maximizing their impact on people. We spend more time thinking about, traveling for, and doing work than anything else in life. It’s a leader’s responsibility to ensure their employees’ time is spent meaningfully—not just to help the organization, but also to fulfill their own purpose.":1,"#Over the past few decades, Jessup realized that his purpose is to have the greatest positive impact on as many people as possible. Refusing to shy away from big opportunities requires confidence that you’ll always put your best effort into each challenge. It can feel terrifying to assume new responsibility, but every great leader was once a first-time leader. Jessup believes that if you embrace your doubts, channel your fears, and take a leap of faith toward positive impact, you’ll find yourself far more capable on the other side.":1,"#If You’re Not Having a Positive Impact on Others, What’s the Point?":1,"#Part IV: Impact":1,"#Jessup copes with adversity through daily gratitude, seeking help, and setting intentions. Regular exercise and mindfulness keep the body and mind focused on what really matters. While it can be difficult to recenter yourself in the face of overwhelming stress, remember that the greatest successes are often obstructed by the toughest obstacles.":1,"#As president of the University of Nevada, Las Vegas (UNLV), Jessup endured constant insults and smear campaigns from the Board of Regents. Regents would perform for the media at board meetings by attacking Jessup’s character and trying to push him out of the university. The attacks hit hard and made him realize that you only need the respect of those you hold in high regard. You can’t allow a handful of naysayers to dictate your trajectory. Let adversaries burn themselves out while you stay focused on the long game.":1,"#Developing Patience, Resilience, and Nerves of Steel":1,"#More frequently, people don’t actively oppose a transformation but still stand stubbornly in the way of progress. When Jessup was building the online MBA program at the University of Arizona, he realized that a core group of business faculty members weren’t willing to change their teaching styles to accommodate online students. Rather than fight them on teaching philosophy, he reached an agreement where they could continue to teach in-person classes if they didn’t interfere with the progress of the online program. By working around adversaries and redirecting their efforts, Jessup could launch the online program without faculty resistance.":1,"#Adversity is a natural part of every transformation. Environmental, economic, and situational challenges can be serious threats that an organization must overcome to achieve real change. However, the most dangerous adversaries are often influential people within your organization that openly oppose the change effort. One negative phone call to a key stakeholder can set off a chain reaction that requires dozens of your own messages to rectify the situation. Knowing who’s likely to oppose your transformation and how to mitigate their negativity is a key step in the change planning process.":1,"#Resistance Can Take Many Forms":1,"#Part III: Adversity":1,"#To inspire belief throughout the organization, Jessup gathered his faculty on a retreat and gave them a list of the top 100 business schools in the country. WSU was at the bottom of the list, which made faculty members feel like they were being undervalued. They spent hours talking about their strengths and arguing why they should be ranked higher; this proved to be the motivation they needed to believe in the transformation.":1,"#In a leadership position at Washington State University (WSU), Jessup learned that the business school was about to lose its accreditation after an external report identified 26 major problems. Instead of spinning a narrative to donors and other leaders, Jessup was completely transparent about the severity of the situation. While faculty members respected his honesty, Jessup realized that many in his organization didn’t believe that change was possible.":1,"#The hardest part of a transformation is convincing others that it’s possible. Encouraging others to see beyond their current positions and imagine a completely new organization is difficult work that must be grounded in simple, shared values.":1,"#It All Begins with the Belief That It Is Possible":1,"#To lead is to influence how others think and act. At an organizational level, influencing the actions of hundreds of employees requires that you understand the motivations, goals, and concerns of every individual. Throughout his various organizational transformations, Jessup gathered honest feedback through intermediaries, who would consistently check in with contributors. The only way to be certain that your vision will work for an organization is to listen to and learn from the people your vision affects.":1,"#As a leader, your values determine how you lead. When he was a young faculty member, Jessup was asked to be a department chair despite his inexperience. He immediately accepted the position and continued to accept any role, project, or task he was offered—not because he wanted more influence, but because he believed it was the right thing to do. He viewed every opportunity, however small, as a chance to grow as a leader and make a bigger impact, which prepared him for more challenging leadership positions.":1,"#Leadership Is Organizational Change":1,"#Part II: Beliefs":1,"#The affirmation empowered Jessup to attend the University of Arizona for his PhD, where he worked hard to prove himself. Jessup knew that he was going to make daily mistakes while surrounded by intelligent people, so he built up the endurance to push through embarrassment and embraced failure as part of the learning process. The experience was so transformational that he dedicated himself to a life in higher education, with the goal of giving others the same opportunities he had.":1,"#Jessup graduated from Chico State as a top student in his program, but his father didn’t attend the graduation. Nonetheless, Jessup was determined to earn his MBA and spent the next two years creating relationships with professors, studying, and building confidence. By this point, his father stopped openly criticizing him for attending college, which made Jessup realize that he was making progress. At his MBA graduation, his father attended and told him that while he didn’t understand his path in life, he was supportive of it.":1,"#Shaped by My Past":1,"#At his local community college, Jessup was accused of plagiarism by an art history professor because his papers were too well-written for his ability. His professor spent a long time rigorously questioning his arguments and citations before apologizing and commending Jessup for his excellent paper. Two years later, Jessup transferred to Chico State and was once again accused of plagiarism by a communications professor. Instead of feeling cynical about higher education, Jessup refused to give his doubters any power over him. He knew he had the skills to succeed; now he just needed to assert himself in the world.":1,"#At his local community college, Jessup was...":1,"#Jessup grew up with a distant father who had a fiery temper and a disdain for formal education. As a fireman, Jessup’s father was rarely present in the household and would often berate Jessup when he was around. When Jessup graduated from high school, he was strongly discouraged from attending college because his father thought it was a waste of time and money. Despite his father’s antagonism, Jessup believed in himself and pursued an education in business with the hope of one day earning his father’s respect.":1,"#Don’t Let Them Bring You Down":1,"#Part I: Origins":1,"#As a service-oriented leader, how you treat others will be remembered more than the work you do. Focus on being a great leader today; let others determine your legacy tomorrow.":1,"#Building relationships within and outside your organization is a key element of effective leadership.":1,"#Often, people don’t actively oppose transformation but still stand stubbornly in the way of progress. If you can’t get someone to agree with you, work around them and redirect their efforts so you can continue moving forward.":1,"#The most difficult part of organizational change is convincing people to believe that change is possible. Start from a position of shared values and be sure to listen and learn from others.":1,"#You’re only limited by others if you allow them to limit you. Develop the ability to push through criticism and view failure as part of the learning process.":1,"#While you can’t always control the people around you, you can control how you treat them. In Self Less, Len Jessup outlines his life of learning, adversity, and leadership through a service-oriented approach. After an upbringing of constantly proving himself to others, Jessup describes the freedom and purpose he found in embracing every opportunity that came his way, helping others find meaning, and contributing to other people’s legacies. By grounding your leadership style in empathetic values, relationship building, and resilience, you can leave a lasting, positive impact on those you care about.":1,"#ISBN: 979-8-88750-447-6":1,"#©2024 by Len Jessup, PhD":1,"#by Len Jessup":1,"#Lessons Learned from a Life Devoted to Servant Leadership":1,"#Clicking this link will redirect to relevant products for the Author Len Jessup.":1,"#1 of 200":1,"#Equatorial Guinea":1,"#And speaking of notes, only take notes on what you plan to use. Ask yourself, will I turn this information into a piece of content? Will I actually apply this strategy to my business? If the answer is “no” to both questions, don't write it down. See, these steps will ensure you outsmart information overload and can take massive action.":1,"#Now, we want to revisit old material with a new spin. See, each of the courses you have not yet watched or the notes you've already taken but haven't looked at are an absolute goldmine. You can turn those notes into money by creating content on what you've learned from them. You can create and sell your own courses based on your own perspective. Would you just leave a bunch of uncashed checks sitting in your closet? Heck, no! Time to convert those notes to currency.":1,"#Next, decide if the information is necessary at the time. So, you don't need to learn everything all at once. Each time you're about to learn something new, ask yourself if it will enhance or complement what you're already doing. If not, don't do it.":1,"#Let's set an action objective to start. Before learning something new, before buying the next course or watching the next webinar, decide ahead of time what will be your 1 actionable goal? Do you plan to make a video sharing something you learned? Or maybe you plan to write up a blog post based on the information. The more you take action on what you learn, the less it will weigh you down.":1,"#Let's set an action objective to start. Before learning something new, before buying the next course or watching the next webinar, decide ahead of time what will be your 1 actionable goal? Do you plan to make a video sharing something you learned? Or maybe you plan to write up a blog post based on...":1,"#I think the most popular word in the English language right now is \"overwhelm\" and it is contributing to information overload. The antidote to overwhelm is always taking action to apply the knowledge we've been acquiring daily. Here are 4 key ways to defeat information overload:":1,"#1 of 631":1,"#SUIVANT":1,"#Este sitio web utiliza tecnologías como cookies para habilitar la funcionalidad esencial del sitio, así como para analítica, personalización y publicidad dirigida.":1,"#Robert G. Hagstrom is one of the best-known authors of investment books for general audiences. He has written seven books, including The Warren Buffett Portfolio: Mastering the Power of the Focus Investment Strategy, the first book to analyze concentrated, low-turnover portfolio management. Hagstrom has been an investment professional for 40 years. He was the portfolio manager of the institutional growth equity strategy at Legg Mason Capital Management, the chief investment officer of EquityCompass Investment Management, and the senior portfolio manager of the Global Leaders Portfolio.":1,"#When Buffett eventually retires as Chairman, Berkshire Hathaway’s culture of permanence, rationality, and curiosity will persist far into the future. He pledges to give away 99 percent of his wealth to charitable causes, which amounts to $160 billion if he retires today. Buffett’s life is filled with insights that he readily shares with all who want to learn, and his legacy will be preserved by those who listen.":1,"#As a process-oriented investor, Buffett appreciates investing for the practice itself, not just the financial returns. He finds meaning in teaching others his methods and aspires to be the mentor that his father and his professors were to him. In the 30 years between the first edition of The Warren Buffett Way and today, Buffett hasn’t lost an ounce of his enthusiasm and energy. What has changed is Berkshire Hathaway, which has expanded into a dominant American institution filled with the brightest money minds.":1,"#In 2017, Buffett spoke at the annual Berkshire Hathaway shareholder meeting and said that his company wouldn’t do well if managed by someone who didn’t have a money mind. There are plenty of investors who apply Buffett’s principles and follow in his footsteps, but the only ones who find success are those with Buffett’s temperament and mindset. He defines a money mind as a mindset that values learning, long-term investing, and rational capital allocation. However, having a money mind correlates to success in life far beyond wealth accumulation.":1,"#Money Mind":1,"#Buffett only thinks about the market when it presents new opportunities, but most investors tie their portfolio success and emotional state to the volatility of the market. Investors must think like businesspeople instead of speculators if they want to experience real long-term growth.":1,"#The Efficient Market Hypothesis (EMT) states that the efficiency of the stock market causes the unpredictability of prices. If accurate information is always reflected in the market and investors use the information as it becomes available, prices continually adjust before anyone can profit. However, if EMT were accurate, no one could ever beat the market. Irrational investment behavior, inaccurate information processing, and the prioritization of short-term results all prevent EMT from being true. Buffett believes that while the market is frequently efficient, it’s not always efficient.":1,"#Modern Portfolio Theory (MPT) is an investment strategy that prioritizes risk mitigation, which is the practice of reducing the emotional effects of price volatility. When risk is valued above investment return in a strategy, there’s a built-in ceiling that prevents investors from achieving Buffett-level returns. In addition, MPT defines risk in terms of the investor instead of the company, which displays a separation from reality. Buffett defines risk as harm done to the value of a business, which is the perspective of a private business owner, not a speculator.":1,"#Considering the historic and unparalleled success of Berkshire Hathaway, it’s surprising that other investment firms don’t copy its strategy. Buffett is transparent about his management style, principles, and methodology, but other investors don’t have the same detachment from the stock market that Buffett does.":1,"#It’s Not That Active Management Doesn’t Work":1,"#Long-term holding also provides value to investors through reduced transaction costs and increased post-tax returns. By keeping portfolio turnover low, brokerage fees decrease and capital gains taxes are postponed, which improves the compounding effect on a portfolio.":1,"#However, focus investing often comes with long periods of underperformance that make investors uneasy. Professional portfolio managers are often fired for short periods of underperformance, which contributes to a money management culture of short-term buying and selling. Buffett uses performance benchmarks other than price, such as look-through earnings, which account for earnings reinvested into companies in addition to generated shareholder value.":1,"#Focus investing might appear risky, but Buffett believes that the more knowledge he has about a company, the safer his investment is. He’s also comfortable not buying or selling stock for a long period of time, as high portfolio turnover decreases compounded growth. In a study of 12,000 simulated portfolios, focus investing returned both the highest and lowest returns compared to the market, which explains why it’s favored by expert business analysts like Buffett.":1,"#Modern portfolio managers diversify their investments across funds, industries, and markets to insulate their portfolio from downturns. However, Buffett practices focus investing, which is the investment in a select number of high-performing companies. Rather than picking stocks in a diversified portfolio or investing in index funds, Buffett beats the market by identifying companies that adhere to his tenets, purchasing shares at reasonable prices, and holding during periods of economic uncertainty.":1,"#Managing a Portfolio of Businesses":1,"#Buffett, usually wary of technology stocks, saw potential in Apple because of its high-quality product and 37 percent return on equity. CEO Tim Cook also displayed Buffett’s hands-off leadership style and rational capital allocation ability, which gave Buffett confidence in long-term growth.":1,"#Like his GEICO investment, Buffett saw excellent leadership qualities in newly appointed Coca-Cola CEO Roberto Goizueta, who was candid with shareholders and focused on increasing return on equity. Following the 1987 stock market crash, Buffett took action and bought 7 percent of the company.":1,"#Capital Cities and American Broadcasting Company merged in 1986 with $517.5 million in funding from Buffett. Experienced from his ownership in the Post, Buffett saw value in the broadcasting merger and trusted CEO Tom Murphy to run a decentralized business similar to Berkshire Hathaway.":1,"#In 1976, GEICO almost went bankrupt. Buffett recognized that the financial issues were due to poor leadership, and when managerial expert Jack Byrne took over, Buffett made a large investment. Byrne’s cost-cutting strategies and smart corporate investments contributed to an astounding 30.8 percent return on equity.":1,"#When The Washington Post became a publicly traded company, Buffett recognized that it was undervalued, dominant, and had low capital needs. His initial $11 million investment netted a $1.1 billion return due to the Post maintaining high profit margins and business-minded management values.":1,"#When Buffett took control of Berkshire Hathaway, he turned their $2.9 million common stock portfolio into $5.4 million within his first year. Buffett’s history of investment in five key common stocks reveals how he applies his tenets to his investments.":1,"#Common Stock Purchases":1,"#The job of an investor is to compare a company’s estimated value with its current share price. Buffett uses predictable cash flows and cost of capital to determine the value of a company. If he isn’t certain about future cash flows or prices are too high, he won’t make the investment.":1,"#The one-dollar premise. Every $1 of retained earnings should equal at least $1 of market value.":1,"#Profit margins. Low-cost operations have larger profit margins.":1,"#Owner earnings. Cash flow alone doesn’t paint a full picture.":1,"#Return on equity. A high ratio of earnings to shareholder equity signals long-term success.":1,"#When assessing the financial health of a company, Buffett is guided by the following four principles:":1,"#If a company’s leadership allocates capital rationally and reports their financial performance transparently, Buffett feels confident investing in it. At Berkshire Hathaway, Buffett reports his biggest mistakes and missed opportunities every year so that shareholders know the accurate financial state of his company.":1,"#Buffett believes that success is correlated to the investor’s business understanding, so if a company is simple and understandable, it’s likely to be a better investment. He also values consistent operating history and long-term potential, since a solid foundation is necessary to support future growth.":1,"#Whether Buffett is buying shares of common stocks or entire businesses, he approaches investment through the perspective of a business analyst. The Berkshire Hathaway Annual Report reveals the business, management, financial, and value tenets that Buffett considers when investing.":1,"#Business-Driven Investing":1,"#As vice chairman of Berkshire Hathaway, renowned investor Charlie Munger taught Buffett to prioritize a company’s quality even when the price tag was high. Munger was fiercely dedicated to research, rationality, and the study of failure, which made him an excellent collaborator to Buffett. He believed in embracing methodologies from all disciplines, which developed Buffett’s worldliness and encouraged decision-making guided by thorough research.":1,"#Philip Fisher’s Common Stocks and Uncommon Profits further inspired Buffett through an approach that valued equity and capable management in the companies he invested in. By focusing on profitability and excellent leadership, Fischer chose companies that could survive hardships and adapt as industries evolved.":1,"#Investor, author, and professor Benjamin Graham was a major influence on Buffett’s early investing methodology. His books Security Analysis and The Intelligent Investor taught Buffett how to use price-to-earnings ratios to identify valuable investments and how to keep his mindset focused on present success, not historical performance.":1,"#Buffett recognizes how lucky he was to be born in the right country, at the right time, and to the right parents. His father, Howard Buffett, was a political and religious man who valued integrity, freedom of choice, and self-reliance. These ideals were closely held by Buffett and supported his unrelenting self-confidence.":1,"#Investors are differentiated by their worldviews, philosophies, temperaments, and methods. These traits are informed by decades of research, education, and investment experience, so exploring Buffett’s background provides unique insights into the factors that shaped his expertise.":1,"#The Education of Warren Buffett":1,"#Buffett spent his early twenties working for his father in Nebraska and his professor, Benjamin Graham, in New York City. He dedicated himself to learning mathematically sound investing methodology and took his skills back to Nebraska, where he started the Buffett Partnership investment firm. Between 1956 and 1969, Buffett turned an initial asset base of $105,000 to $104 million for his partners. Buffett then used his personal returns to purchase ownership in Berkshire Hathaway, a conglomerate that gave him access to long-term capital investment.":1,"#Buffett’s first foray into the business world was as an entrepreneur. In high school, he teamed up with a friend to purchase and then rent out pinball machines, a Rolls Royce, and eventually a 40-acre farm to profit $6,000 by graduation. As a child of the Great Depression, Buffett had a strong drive to become wealthy and independent from a young age. He read books about investment and entrepreneurship at the library and learned how to turn an idea into a business. After graduating high school, he completed an entire bachelor’s degree in one year at the University of Nebraska and continued to Columbia University, where he took classes from the authors he read in his youth.":1,"#Buffett’s key to long-term investing is learning, long-term investing, and the rational allocation of capital.":1,"#Long-term holding during periods of economic uncertainty is critical to realizing extended gains.":1,"#A concentrated portfolio of well-managed companies will outperform the market.":1,"#Investors shouldn’t attach their mindsets to the volatility of the stock market.":1,"#Truly excellent investors like Warren Buffett approach investment through the perspective of business analysts, not speculators.":1,"#Clicking this link will redirect to relevant products for the Author Robert G. Hagstrom.":1,"#Buffett’s first foray into the business world was as...":1,"#Modern investors prioritize risk tolerance and portfolio diversification to protect themselves against price volatility. For many, keeping a concentrated portfolio of common stocks would be too risky. However, Warren Buffett achieved a compounded annual gain of 19.8 percent over 58 years by identifying patterns in industries, financial returns, and management styles. From another perspective, $1 invested in Berkshire Hathaway, Buffett’s investment firm, in 1965 would have been worth $37,875 in 2022. As the greatest investor in the world, Buffett’s skillset and history offers valuable lessons for investors and leaders everywhere.":1,"#World’s Greatest Investor":1,"#Warren Buffett is commonly known as the greatest investor in the world, but contemporary investors fail to properly apply many of his strategies. In the 30th anniversary edition of The Warren Buffett Way, Robert G. Hagstrom details the life, methodology, and investment history of Warren Buffett to help investors follow in his footsteps. Buffett operates with a research-based, self-confident, and business-oriented mindset that separates him from other investors who focus on short-term gains. By approaching valuation from a business analyst perspective, detaching yourself from the stock market, and holding firm principles in the face of turmoil, you can successfully apply the tenets of the world’s greatest investor.":1,"#ISBN: 978-1-3942-3984-9":1,"#©2024 by Robert G. Hagstrom":1,"#by Robert G. Hagstrom":1,"#30th Anniversary Edition":1,"#Dr. Liz Mellon has spent the last 25 years designing, developing, and delivering leadership development programs, initially as a professor at London Business School and currently as executive director at Duke CE, the world’s leading executive education provider.":1,"#www.mhprofessional.com":1,"#www.originalstrategy.com":1,"#www.lizmellon.com":1,"#The Strategy of Execution provides a five-step plan for developing a strategy by introducing the strategy correctly, enlisting buy-in at all levels of the company, communicating effectively both up and down the corporate structure, and being flexible enough to make necessary changes to the plan without eroding its intent. The book includes examples of how well-known companies have executed their strategies. A self-assessment guide is also provided to help readers execute strategies in their own companies. The book was written for people who want to make positive changes within their companies. The book should be read in chapter order as each step in the process builds on the one before it.":1,"#Estimated Reading Time: 3–4 hours, 186 pages":1,"#Build endurance. The strategy built endurance during the three years that the program was rolled out. Tweaks were necessary along the way, but all the bugs were ironed out without the company having to compromise its core principles.":1,"#Energize people. The MAX process was launched initially within a targeted group of countries. This lead to increased interest in the strategy and helped get buy-in from leaders and employees.":1,"#Power up feelings. They analyzed the gap between the current way of doing things and the level of excellence they were striving to reach. By doing so, they were able to communicate to employees the benefits of the change and their role in it.":1,"#Gather the elders. The elders in this case were the managing directors of each of the 24 countries.":1,"#Mobilize the village. The company evaluated current practices. Because the company was global, many local practices were in place, and it was apparent that one comprehensive strategy needed to be enacted. The 100 most senior in-country sales and marketing professionals were identified.":1,"#In 2004, the company’s global director of marketing, Gareth Kaminski-Cook, realized that sales and marketing were not delivering sufficient benefits to customers. The strategy of maximizing sales and marketing excellence (MAX) was developed. The company carried out the strategy in five stages:":1,"#The world’s largest manufacturer of plasterboard, British Plaster Board, serves as a classic example of how the five steps included in the book lead to success.":1,"#Five Steps to Strategy Execution":1,"#Using the acronym KISS (keep it simple, stupid), the authors point out that it is smart to keep the strategic agenda short and easy to understand. Focusing on four or five key priorities will give the new strategy the best opportunity to grow legs. Finally, those at the top of the company must embody the values they want to see in those they are hoping to lead. If they want to encourage leaders to collaborate, they must collaborate as well. If customer service is their desired initiative, they must show themselves to be customer focused.":1,"#As an example of how endurance works in the business world, the authors tell the story of how Henry Ford built the first prototype of his car—called a Quadricycle—in a garden outbuilding. It was too big to drive out of the shed, so he took the whole thing apart to get it out of the building. Having worked on this invention in his spare time after putting in 12-hour days at his job, he then had to enter it in a race, drive it himself, and win the race. One way to build endurance is to be absolutely clear about one’s goals.":1,"#At the same time, employees must be able to bounce back from setbacks (resilience) and keep moving forward until goals are reached (perseverance).":1,"#Building on strengths":1,"#Addressing weaknesses":1,"#Developing self-insight":1,"#As the company puts into place a new way of doing things, the organization needs to be able to change and adapt to new information and new demands. Adaptability is achieved in three stages:":1,"#Endurance = adaptability + resilience + perseverance":1,"#Mellon and Carter use a simple equation to illustrate what goes into making a new strategy work for the long haul:":1,"#Build Endurance":1,"#It takes more than charisma to keep the balance; rather than relying on the power of personality, the challenge is to follow through and continue to point out the positives along the way. In all cases, communication needs to go both ways, with feedback traveling both up and down the hill to keep everyone on the same basic track. Some ideas will not work, but that is alright. Sometimes from failure comes a new and better plan somewhere along the line.":1,"#Communication is the answer to making things flow smoothly. If the elders have agreed on a tightly built, succinct strategy that they can easily justify, then it falls to them to give the villagers some leeway in selling the strategy to others. Because the villagers are closer to their own groups, they speak their language and will be much better at verbalizing the overall strategy in a way that hits home with them.":1,"#Energize People":1,"#Strategy is generally overplanned and underled. This is where the burden of proof shifts from pushing a great idea up the hill to becoming the inspirational guide who leads people through the tunnels and around the curves. When employees know that their leaders care about their safety, they are much more apt to want to take the trip.":1,"#No matter how much sense a plan makes, firing people up about it eventually involves appealing to their emotions. It is emotion that makes people decide. When faced with a new way of doing things, many people experience the fight or flight reaction, but once they have time to get used to it and learn more of the specifics, it can capture their imaginations. When a leader shows the way a proposed change or strategy will evolve from the current process and also how it contributes to a positive improvement, employees begin to share the vision. Conversely, emotion can work against the leaders of change if they react too much to the push-back they initially receive from workers. They also must walk a fine line between empathy and commiserating with employees who complain about those changes.":1,"#Power up Feeling":1,"#The elders will have to back up the strategy without reservation, and in order to do that, they must be totally committed to it, not merely providing lip service. They need to be both credible and believable, and they must also be able to deal with the fear that change inevitably brings in the initial stages among employees who have grown accustomed to their work and do not relish the idea of doing something totally new. When dealing with the village, the elders must be able to listen to them, evaluate what they are saying, and ultimately make them as comfortable with the strategy as they themselves are. It is also helpful for these leaders to know how to delegate, rather than doing all the working and planning themselves.":1,"#The “brain trust,” or those who sit closest to the CEO in positions of advice and support, could be considered the fuel that empowers the villagers to do their jobs. Individually, they are experts in their own right and enjoy the CEO’s confidence in their expertise and abilities. The first challenge is to get them to have confidence and trust in each other. Complete buy-in with this group is also essential to success. No matter how long as it takes to get the elders to agree on every step of the course of action, it has to happen before the strategy can begin to be implemented because they are the ones who will persuade the village to take action and enable the strategy to move forward.":1,"#Gather the Elders":1,"#Members of the village should be encouraged to look further ahead and longer term than they are accustomed to doing. The objective, then, is to start with the believers, root out the loose cannons if they cannot be encouraged to get on board, and reward those who grasp the concept and run with it. These people also need to make contributions and, in some cases, will need training in order to accomplish that purpose.":1,"#Depending on the size of the company, there may be 100 top executives in the village who may not have interacted very often before. Unlike in a real village, they often live across the country instead of across the street. However, somehow these people at the top must be aligned in the initial stages of the journey and should communicate freely as they get to know each other and figure out how to push out the message. Sometimes this arduous task has to begin one person at a time.":1,"#Command-and-control leadership is very different from standing at the top of the hill and sending out instructions about how to successfully follow. Instead, successful strategy leaders begin with a leadership team that embraces the strategy and can communicate well together and with others. This leadership team, referred to as the “village,” drives change if all its members are actively engaged with the strategy and embrace it fully.":1,"#Mobilize the Village":1,"#Slow and steady wins the race. A successful strategy execution should be viewed as a marathon race. As with a physical race, both physical fitness and mental strength are needed to institute strategy changes. Not giving up, being adaptable enough to find other ways to succeed, and continuing to tick away every day until the result is accomplished will help the company power through.":1,"#Make sure all the parts work well together. The key here is good communication. Members of the village must explain the plan simply and clearly to each team member and be specific about what their part in the strategy is and how it will be accomplished. People in the field may have legitimate fears about how to accomplish their part. Resolve their fears by communicating them, solving the problem, or adjusting the procedures.":1,"#Getting everyone on board. It takes brainpower to create the strategy, but selling it appeals to the emotions. Leaders need to be patient and firm, but listen to concerns and answer all the questions that employees have about the new strategy.":1,"#Make a team out of individual stars. The Village Elders are advisors and supporters who sit closest to the CEO and help make decisions. Having reached their positions by being the best at whatever their specialty is, the challenge is to ensure that they will play as a team. This group must be in total agreement going forward. If someone in this position balks at the beginning, that person should not continue on with the team.":1,"#It takes a village. In an effort to get everyone in a company in line with proposed goals, top executives should think of themselves as part of a small village. This visualization helps executives and employees feel connected and increases support of the strategy.":1,"#Liz Mellon and Simon Carter offer five steps to successful strategy execution:":1,"#Nobody expects a freight train to make it up a steep hill without a powerful engine, but leaders often think that a strategy should be successful just because all the parts are in place and appear to fit well together. The fact is that no matter how well a strategy fits together it needs a strong unifying force to get over the top of the hill. In The Strategy of Execution, Liz Mellon and Simon Carter illustrate how to build this engine of change and show readers how to use it to get all components of the strategy in sync for a successful journey. If leaders do not “own” the strategy, it is likely to fail, as over 70 percent of change initiatives do every year, no matter how much energy has gone into creating them.":1,"#©2014 by Liz Mellon and Simon Carter":1,"#A Five-Step Guide For Turning Vision into Action":1,"#Simon Carter":1,"#The Strategy of Execution":1,"#So, as a leader, as a manager, make sure that your priorities are clear. You will help your team to take decisions.":1,"#Two quick examples: One is Amazon. Amazon has it very clear. When there's a choice to be made, it's always the customer. Efficiency is something internal. Amazon is booming. Another case, in Europe, we have Ryanair. I think in the U.S. you call it Southwest. They don't care about the customer, it's all about efficiency. And they make it very clear.":1,"#So, imagine you have that in place. You're a post delivery person, you have this strategy in mind of your new CEO, and it's about efficiency, a bit faster, customer satisfaction. The situation is like this, you're delivering through the day. At one point, the door opens of a house that you're going to deliver the package, and there's a lady who says, “Please come in. I want to talk to you.” So, you're very happy because customer satisfaction is going to be great. But then, while you're walking towards your lady, you think, \"How about efficiency? What do I do? I'm going to waste not 5 seconds but maybe 50 seconds or 5 minutes if she really wants to talk. So, what do I do? What do I do here? Should I focus on customer satisfaction or efficiency? And it's my choice to do what I think is best.\" But because as a leader, I was not able to prioritize and say “Anytime you have a decision to be made, choose the customer, always the customer.” That will help a lot the people in your teams to know what to do and to work as a team.":1,"#So, let me give you a small true story. So, this is a true story that will highlight the importance of prioritization, not just for you but for the entire company or people working in your projects. So, this is like postal services in Denmark; it's the postal services of Denmark. They're into crisis. Nobody uses the post anymore. We send to WhatsApp, we send to Facebook, but who sends postcard? Anyone? No, nobody uses postcards anymore. So, the company is going down, and they have 6 months to turn around the company. The CEO comes with a new strategy: \"Listen, guys, if you want to keep the company alive, there's 2 things we need to do, just 2 strategic objectives. First, make sure that we deliver the package a bit faster. So, instead of 6 seconds delivery per item, 5 seconds. So, it's not great stretch, but at least we deliver more, we create more volume. Second, objective. And last one is we need to smile more, customers’ satisfactions—it has to go from 70% to 80%. So, 2 objectives, if you do them right, we're going to save the company, turnaround, and you can keep your jobs.\"":1,"#Prioritization. We've all heard the importance of prioritization, why it's important to keep priorities clear. And I always try to find out why. Why it's so important, prioritization. What are the consequences?":1,"#Dr. Lisa Jenkins Brown is a dynamic voice at the intersection of faith, culture, and leadership. An ordained minister and the first woman to lead a historic Harlem church, she is also a keynote speaker, adjunct professor, and founder of LDJ Global Connections. Specializing in unconscious bias, inclusive leadership, and faith-based justice, Dr. Brown helps organizations move from performative talk to meaningful transformation.":1,"#Now more than ever, it’s critical that we navigate the ever-changing landscape of diversity in our workplaces and communities. I encourage you to embrace the role of a transformative agent—one who drives positive change and leads by example in evolving multicultural spaces.":1,"#Finally, we need to cultivate relationships. Much like tending to a garden, cultivating relationships in a multicultural environment requires both care and attention. Sometimes you’ll need to nourish these relationships—much like watering plants. And other times you’ll need to step in and address challenges like microaggressions or unconscious bias. This is when you’ll need to pull up the weeds by interceding, addressing issues, and advocating for inclusive practices. It’s about taking responsibility for fostering an environment where everyone can grow and thrive.":1,"#Think about it. Are you the same person you were in high school or college? Have your values, norms, and expectations of the world remained unchanged? Of course not. We are constantly growing and adapting, and the dimensions of diversity we encounter with others in multicultural environments will keep evolving as well. So remember to stay committed to this process of growth and change.":1,"#Take the time to get to know those around you. Introduce yourself to people who are unlike you. Use inclusive language and embrace the opportunity to think differently about others. Remember, building connections is foundational in navigating any multicultural space. Next, we must commit to the process. Navigating a multicultural setting is a continuous journey, one that gets easier with time, but it never really ends. Why? Because we as individuals are always evolving.":1,"#Today, let’s focus on the first step: connecting with others. When we connect with people who are different from us in multicultural settings, we expose ourselves to new perspectives. This broadens our minds, enhances our creativity, and breaks down barriers that may be hindering both personal and organizational growth.":1,"#Today, let’s focus on the first step: connecting with others. When we connect with people who are different from us in multicultural settings, we expose ourselves to new perspectives. This broadens our minds, enhances our creativity,...":1,"#And seven, elevating one another.":1,"#Six, recognizing differences.":1,"#Five is unleashing the unknown.":1,"#And four, tackling the truth.":1,"#Three is listening actively.":1,"#Two is understanding and seeking to be understood.":1,"#One is connecting with others, committing to the process, and cultivating relationships.":1,"#Navigating a multicultural workplace can be complex, but I’ve developed a process that helps guide individuals through this journey. I call it the Culture Connection. It involves seven essential steps.":1,"#Maja Djikic, Ph.D., is a personality psychologist and Associate Professor at the Rotman School of Management, University of Toronto. She directs the Self-Development Laboratory and the Executive Coaching Certificate program. Her research on adult development has been featured in over 50 media outlets across 15 countries, and she has been recognized by Thinkers50 as a leading global thinker shaping the future of organizations.":1,"#To improve engagement, shift the focus from reward to interest. When employees feel their work contributes to their growth—not just their survival—they show up with more energy, creativity, and commitment.":1,"#Not every task can be interesting, but even small increases in interest can create psychological engagement that's more lasting than extrinsic rewards. Rather than treating work as something to get through, organizations can treat it as a space for development—for both people and the business.":1,"#Recognize that meaningful work doesn't require great passion. Just enough interest to create momentum.":1,"#Involve employees in shaping their work. Co-create assignments that offer more meaning and variety.":1,"#Encourage experimentation. Create room for employees to try new roles or projects that tap into their interests.":1,"#Understand interests, not just strengths. People are engaged by what they want to explore, not only what they're good at.":1,"#So how can managers improve engagement?":1,"#Engagement happens when the developmental system is activated—when work aligns with interest and potential. Giving more salaries, benefits, and promotion paths makes people feel safer, but not more engaged.":1,"#Motivation research helps explain why. Rather than progressing step by step through a hierarchy of needs, humans operate with two competing motivational systems: one for survival—focused on safety, status, and resources—and one for development—driven by curiosity, learning, and growth.":1,"#The same mechanism applies to work. The challenge is that many people—and their managers—see work as separate from the rest of life, something to endure for the sake of security. Across socio-economic groups, work has increasingly become a space for survival, not development. In response, managers often try to increase engagement through salaries, benefits, or promotion paths. These may help retain employees, but they don't consistently activate genuine engagement.":1,"#The answer lies not in external rewards, but in interest. We engage naturally in activities that pull our attention—whether it's a hobby, learning something new, or spending time with someone we care about. No incentives are needed when the activity aligns with what we find meaningful or curious.":1,"#The answer lies not in external rewards, but in interest. We engage naturally in activities that pull our attention—whether it's a hobby, learning something new, or spending time with someone we care about. No incentives are needed when the activity aligns with what...":1,"#Despite ongoing efforts to improve productivity, most strategies haven't addressed the core issue: what actually drives people to engage?":1,"#According to Gallup's State of the Global Workforce 2023 report, only 23% of employees were actively engaged in their work. While terms like \"quiet quitting\" and \"great resignation\" are recent, the problem isn't new. Disengagement has been documented for decades.":1,"#1152 Results found for \"Video\"":1,"#So, that's my tip for getting better in this ambidexterity situation.":1,"#So, what do you do with that one day a week that you dedicate to project activities and following? So, get all the people together who are busy with project—the sponsors, the project manager. Sit together around the table and look at the list of projects, the 15, 20 projects, give a status update. And more important than the status is what's blocking us, what's blocking us to make the project successful? This is a session where you bring the issues, very important that you bring the issues. It's not about blaming. Projects fail because the organization is not fit or there's no resources. Most of the time, it's the organization. So, you will bring the issues into that weekly meeting, and try to help each other to solve them and make sure these projects get done and actually accelerate in implementing.":1,"#So, what I'm here suggesting is that good companies, the best companies, they tend to balance that running the business and changing the business. So, they force themselves to spend more and more time in long-term issues, matters, projects. So, make sure that in your agenda, you block time—half a day, half a day to work on projects, even a day if you're a senior, or even more. I know companies where they spend 2 days a week looking at the future and the projects and the strategic initiatives. So, it is in your hands, but you need to take action.":1,"#By nature, you are pulled into the day-to-day activities: the urgent thing, the deadline of the week, the deadline of the quarter, the end of the year. But the future of the company’s seen in the long-term initiative, so there's a friction. And you'll see that if you've been working in projects where people don't work for you directly or they're not full time in your projects, what happens is that when you need them, they say, \"No, listen, I have another priority which I need to close the books or I need to do this for my boss.\" So, nature and synergies in the company put you always on the day to day. And that's not the right way.":1,"#By nature, you are pulled into the day-to-day activities: the urgent thing, the deadline of the week, the deadline of...":1,"#Organizational ambidexterity—what does the concept mean? Ambidexterity, of course, is being able to write, for example, with your right hand and the left hand, with the same level of quality. That can be applied for companies. Actually, it's an academic term, and it means you're good at doing the business today, so running the business or the exploitation. And then you have the exploration part, the projects, the long-term ideas that will keep the company alive in 5, 10 years.":1,"#Crystal Kadakia is a 2-time TEDx speaker, organizational consultant, and best-selling author, known for transforming the toughest workplace changes into exciting possibilities for our digital world. As a consultant, she brings organizations into the digital age, reimagining people strategies with clients in areas such as career development, learning culture, inclusion, leadership development, and employee engagement.":1,"#During the global pandemic, I was surprised to see how many organizations and their leaders clung to old ways of communicating—for example, not using conferencing software or not using video. Rather than being open to new channels, many felt that, hey because we’re not face to face, we can’t get there at all, so why even try? The bottom line is that instead of focusing on the tools as the issue, focus on what you want and need for relationships in your life. Design a choiceful intentional course from there. You can build rich, rewarding relationships by embracing a blend of online and offline ways to connect with each other.":1,"#The last is to intentionally consider communication channels. Be open to new channels, pick channels you want to use the most, and consider the channels your close community most prefers.":1,"#The second step is to recognize your capacity. Like it or not, we do have a capacity for just how many meaningful connections we can hold at a time. At first, in our social media world, we may try to connect equally with everyone; it’s just not possible and it’s overwhelming. Make a choice on who you want to cultivate depth with and who you want to maintain breadth.":1,"#The first step is to embrace that today, the world is your oyster. You are not limited by who is in your local proximity. If you aren’t finding value in the relationships you have, make a shift and reach out to new people. You can leave limiting or even toxic relationships behind and make space for new points of view.":1,"#The answer to all of these questions is not as complicated as you might think. The key is to stop seeing relationships as either physical or digital, deep or shallow, and local or global. It’s a both/and. The same possibilities for connection are available across all the mediums we have today for building relationships. So, what’s different? What is different is the need for intention and choice from you. Here’s the 3-step approach I use with my clients to shape their community building strategies:":1,"#The answer to all of these questions is not as...":1,"#Across people of all ages, there’s a big debate going on about human connection. Are we more connected because of digital technology or are we more isolated? While youth are connected with more people than ever, are they are suffering from fake, shallower relationships? While elders may have deeper bonds from a lifetime of face-to-face connections, are they are more prone to groupthink, bias, and like-minded views? And, of course, with all the methods out there, how exactly do we communicate and actually get a response on the other end?":1,"#Workplace dynamics can be complicated, especially when you’re required to work with people who have motives, reactions, and egos that need to be navigated and accommodated in order for you to achieve success and drive intentional positive change. In Connect First, Dr. Melanie A. Katzman shares proven strategies that can help you succeed. Building upon her work as a clinical psychologist and corporate consultant, she provides 52 simple suggestions that can help you boost your psychological savviness, widen your mindset, and form beneficial partnerships with the people you encounter every day at work.":1,"#Book Summary | Melanie A. Katzman":1,"#Connect First":1,"#48 minutes":1,"#managing-employee-burnout":1,"#Generally, burnout is considered a condition that’s caused by overwork. A person’s symptoms might include exhaustion, decreased productivity, and detachment from their job. These symptoms can be debilitating and should...":1,"#What Is Burnout?":1,"#We are continually learning more and more about the impact of mental health on every aspect of our lives. Burnout has become one of the most talked about aspects of this but continues to have a stigma attached to it. By learning more about what burnout is, we can understand the reasons it occurs and how we can prevent it.":1,"#Introduction to Burnout":1,"#Part One: The Self":1,"#In Managing Employee Burnout, Shauna Moran explains what causes the burnout that’s become so common among workers. She explores each angle of the problem and offers insight into how the individual, their leader, and their organization can work together to fight burnout. By creating an organization that values transparency and trust and choosing leaders committed to coaching their team members, you’ll empower your employees to advocate for themselves and ultimately avoid burnout.":1,"#ISBN: 978-1-3986-0809-2":1,"#©2023 by Shauna Moran":1,"#by Shauna Moran":1,"#How to Develop a Happy, Healthy, and Engaged Workforce":1,"#Work-Life Balance, ":1,"#A “sudden appearance” on the cultural scene is never really sudden. Idea entrepreneurs have typically spent years accumulating information on personal fascinations that they wish to eventually share with the world. Their intent is to influence people’s thoughts and behaviors, and maybe even change the world. The degrees of success can vary. However, through the ideaplex—the activities from TED to Twitter people use to create, communicate, and consume ideas—it is possible for everyone’s fascinations to influence others. John Butman has worked in the idea business for more than 30 years and offers Breaking Out, published by Harvard Business School Publishing, as a way for idea entrepreneurs to get their ideas heard.":1,"#John Butman":1,"#Breaking Out":1,"#In 2019, the World Health Organization designated burnout as a workplace problem. In response, more companies and leadership teams are turning their attention to developing systems and policies to create work environments that promote greater work-life balance. HBR Guide to Beating Burnout offers a curated selection of relevant articles that can help leaders protect their teams and themselves from burnout.":1,"#205 Results found for \"burout\"":1,"#: minutes":1,"#You are signed in as ":1,"#Book Summary | Chris Hayes":1,"#Multitasking may sound more productive than working on a single task, but it actually decreases productivity by 40%. Todd Mosetter shares how you can regain control and focus in even the most distracting environments.":1,"#Vídeo":1,"#Connecting with others digitally is a necessary requirement in today’s business world. Ensure that your relationships are strong and authentic by practicing clear communication and mindful listening.":1,"#Building Relationships in a Digital World":1,"#HBR Guide to Beating Burnout":1,"#Stephen Shedletzky—better known as Shed—helps leaders make it psychologically safe and worth it for the people around them to speak up. After more than a decade working with and helping to build Simon Sinek’s platform, Shed now leads his own leadership development practice as a keynote speaker, workshop facilitator, and coach at Shed Inspires. He’s the author of Speak-Up Culture: When Leaders Truly Listen, People Step Up and host of the Shed Some Light podcast.":1,"#So, if you're in a new role, and in those first 90 days, strive to show up to learn and improve. Don't show up to prove. Instead of making more decisions, get and stay curious. Ask the people around you who know more about the context to share their thinking and their best decisions. Good luck.":1,"#This senior leader kept this up for her first 90 days. She committed to her team that she wouldn't make decisions in those first 90 days. She wanted to learn and listen first, so that any decision she would make in the future would be sound. The best part is that this dynamic created a lasting environment of empowerment for her team and the people around her.":1,"#I met a brilliant senior leader in the public service sector some time ago. She started a new executive role and experienced a dynamic where folks would frequent her office and, early in her tenure, ask her to make decisions. She would often ask them, \"How long have you been working here?\" \"Three years,\" they'd respond, or \"seven years,\" or whatever it was. \"Well, I've worked here for three days,\" she said. \"You know more about this decision and the background information than I do. What do you think? What decision would you make if you were me?\"":1,"#There's a real excitement of accepting and starting in a new role. And that excitement is certainly real and it's certainly palpable—the intensity and the anticipation of a fresh start and big opportunities. However, that energy must be ushered and used wisely and appropriately to avoid this frequent mistake: we show up to prove. Of course, we want to make a good first impression. That's human. We want to prove that the team made the right call to hire us. This dynamic can have us showing up striving to prove, rather than to learn, contribute, and improve. When in a new role, we want to make our mark. We want to make the right—and even bold—decisions at times. However, making decisions without context and compassion can derail our start.":1,"#There's a real excitement of accepting and starting in a new role. And that excitement is certainly real and it's certainly palpable—the intensity and the anticipation of a fresh start and big opportunities. However, that energy must be ushered and used wisely and appropriately to avoid this frequent mistake: we show up to prove. Of course, we want to make a good first impression. That's human. We want to prove that the team made the right call to hire us. This dynamic can have us showing up striving to prove, rather than to learn, contribute, and improve. When in a...":1,"#Adapted by permission of McGraw-Hill Education":1,"#On the Edge":1,"#Managing Risk, ":1},"version":203404}]