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Фогл":1,"#Источник: Simon & Schuster":1,"#<span ljsid-0=\"\">1</span> of <span ljsid-2=\"\">418</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">418</span>":1,"#Тюркче":1,"#Тьенг Вьет":1,"#Português (Бразилия)":1,"#Польски":1,"#Франсе":1,"#Испанский (América Latina)":1,"#Заполните свои данные и нажмите «Зарегистрироваться», чтобы получить доступ к Accel. Все области обязательны.":1,"#Код доступа к оповещению успешно проверен":1,"#Регистрация":1,"#Дом":1,"#Сохранить":1,"#Введите пароль снова":1,"#Вводите фамилию":1,"#Ищите то, что вы хотели бы узнать сегодня":1,"#Следите за нами:":1,"#©Информационные сервисы EBSCO 2026 года. Все права защищены.":1,"#Уже являетесь членом? <a ljsid-1=\"\">Войти</a>":1,"#РЕГИСТРИРОВАТЬСЯ":1,"#Я согласен с <a ljsid-1=\"\">Условиями </a> и <a ljsid-3=\"\">Политикой конфиденциальности</a>":1,"#Подтвердить пароль":1,"#Пароль":1,"#Оцените этот перевод":1,"#польский":1,"#Итальяно":1,"#Французский":1,"#немецкий":1,"#Плохой перевод":1,"#Хороший перевод":1,"#Ваш отзыв поможет нам улучшить Google Переводчик":1,"#The article offers information on components needed for excellence in an organization. Topics discussed include pillars needed for sustaining the excellence being passion, flexibility and competency of employees, no employee engagement and customer experiences without excellence and role of effective communication being important for increased productivity.":1,"#HARRY PAUL":1,"#Recapture Excellence":1,"#They have difficulty understanding that no activity is going to have zero Covid risk - even though we've got great tools that are going to allow us to make Covid a much more manageable illness.\" Acknowledging those complexities will be good practice for when Covid settles in as a circulating, endemic virus, like the flu or common cold. It's ironic that the US, which put billions into Covid vaccine research as soon as the pandemic began, ran short of rapid tests.":1,"#The Endemic Times":1,"#The article offers information on Saundra Pelletier, chief executive officer (CEO) at Evofem Biosciences who had had Stage III breast cancer. It mentions that Pelletier embarked on aggressive treatment for her cancer, undergoing chemotherapy, a double mastectomy, a hysterectomy, and an oophorectomy. It mentions about Evofem's contraceptive gel that was going through crucial clinical trials while Pelletier battled cancer.":1,"#Kimberly Weisul":1,"#How I Did It: How I Beat Cancer—While Still Running My Company":1,"#33 Results found for <span ljsid-1=\"\">\"enterococcus faecalis\"</span>":1,"#The article focuses on the equity, diversity, and inclusion (EDI) projects perspectives. Topics discussed include Mark Puente is an expert who has worked on EDI in both a consortium and an individual library; and he was with the Association of Research Libraries (ARL), a membership organization of libraries and archives in large universities and other institutions in the U.S. and Canada.":1,"#Discusses the use of Employee Resource Groups (ERGs) as one of the best resources to build an inclusive workplace, especially for those with disabilities. They can help ensure community within and outside of the workplace.":1,"#Fostering Disability-Inclusive Workplaces Through Employee Resource Groups":1,"#The article discusses how lack of on-demand training and resources has prompted several organization to embrace employee-generated learning (EGL) and mentions how EGL can increase development of career. Topics discussed include need of identifying training opportunities for employees in a business, partnering with small & medium enterprises (SMEs), and ensuring chosen authority tools.":1,"#Five Steps to Launching Employee-Generated Learning":1,"#The article offers information of common way for libraries to work on equity, diversity, and inclusion (EDI) issues is to hire a consultant. Topics discussed include the mere fact that an organization hires an EDI consultant shows commitment to this work, and administrators have recognized that it is important; and Consultants can tell hard truths to those within the organization that others inside may be fearful of expressing.":1,"#The article offers suggestions in facilitating a meeting with physician leaders or hospital executives. Recommendations include seeking understanding by asking questions, summarizing and affirming through a post-meeting document or an email and inquiring the view of the audience. It also advises on providing background information of the meeting's content.":1,"#Finding and Communicating Value When You're the Expert at the Meeting":1,"#EDI Perspectives":1,"#33 Results found for <span ljsid-1=\"\">\"enterococcus faecalis taxonomía\"</span>":1,"#Innovation must be embedded in an organization's culture to be long lasting and transformative. Are you cultivating a culture of innovation? Find out now with Kimberly Ellison-Taylor’s checklist.":1,"#How to Cultivate an Innovation Culture":1,"#In order for your employees to feel engaged and productive, they must first feel safe. Create an environment where all your employees feel welcome, heard, and like they belong.":1,"#Creating a Culture of Belonging":1,"#An X-team reaches out across its boundaries to coordinate with internal and external stakeholders. Deborah Ancona shares how your team can drive innovation within your organization by becoming more externally focused.":1,"#How to Make Your Team More Externally Focused":1,"#One of the most powerful assets in a career is the Career Ecosystem. Career guru Brian Fetherstonhaugh explains that it’s more than just ‘contacts,’ it’s different levels and types of relationships that propel you to success.":1,"#Nurture Your Career Ecosystem":1,"#Holding a meeting can be difficult enough, but in today's work environment, you also have to be prepared to do things virtually. Adapt to this new need by learning how to facilitate virtual meetings and abide by virtual meeting etiquette.":1,"#Virtual Meeting Essentials":1,"#Andrés Tapia’s research at Korn Ferry revealed that Latinos and Latinas, and women across all races and ethnic groups, tend to take the safest risks. If you fall into one of these categories, then you’re less likely to get noticed and be promoted. Learn how you can challenge your risk-taking approach by setting this important goal.":1,"#Risks Worth Taking for Latinos":1,"#All employees need to understand their organizations’ cultural components. Bernie Banks explains these components and presents the tools you’ll need to create a cultural change.":1,"#How to Understand and Shape Your Organization's Culture":1,"#How to Reward and Recognize a Multicultural Team":1,"#Too often, feedback rehashes the past instead of looking to the future. Wayne Turmel explores the 4 types of feedback and which you should use with your team.":1,"#4 Types of Feedback":1,"#It can be challenging to determine how to best reward employees across different cultures. Fons Trompenaars explains how to balance the individual versus collective mindsets when recognizing and rewarding individuals and teams.":1,"#Fons Trompenaars":1,"#Giving Feedback":1,"#Delegating projects and tasks is a vital management skill that improves teamwork and productivity. By honing your ability to delegate, you'll be able to prioritize your workload, build trust within your team, and empower others to take action.":1,"#Delegating":1,"#When running a business of any size, you need to understand its finances—particularly when it comes to cash flow. Sharon Rowe offers advice on monitoring your company’s cash flow.":1,"#Sharon Rowe":1,"#Finance Tips for Entrepreneurs":1,"#Organizations often talk about changing their cultures. Javier Bajer provides the key to altering your own organizational culture.":1,"#How to Change Organizational Culture":1,"#Foster a culture of innovation within your company by defining what needs to be improved and encouraging innovative problem solving.":1,"#Fostering Innovation":1,"#As a manager, you can create a culture to work within your own team. Javier Bajer offers advice on how to personify and refine your team’s culture so it aligns to your desired business outcomes.":1,"#Effective feedback is specific, fair, and timely. Help your employees improve their performance by giving feedback in the most productive and motivational ways.":1,"#436 Results found for <span ljsid-1=\"\">\"enterococcus faecalis taxonomía\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"enterococcus faecalis\"</span>":1,"#East Fork didn't start out as an equitable workplace experiment. DANIEL VUONO, director of production - What I'm really interested in is East Fork creating factory jobs that emulate the lifestyle created by companies like GM in the heyday of American vehicle manufacturing.":1,"#Crafting a Different Kind of Culture":1,"#A failure is only a failure if you don't learn from it. Leverage your return on failure by reframing it into a learning moment.":1,"#Learning from Failure":1,"#In today's complex and uncertain world, it is more important than ever to be able to learn from failure. Thinkers50 member Amy Edmondson presents 3 crucial steps you can employ to turn any workplace failure into a smart failure from which you can learn.":1,"#3 Crucial Steps to Learning from Failure":1,"#Building an ethical culture is good for your employees, reputation, and bottom line. Learn how to incorporate morals, accountability, and ethical behavior into your organizational culture.":1,"#Building an Ethical Culture":1,"#You don't have to be an entrepreneur to think like one. Add value to your organization by shifting your thinking from an employee mindset to an entrepreneurial mindset.":1,"#Entrepreneurial Thinking":1,"#People often think they succeed based on their abilities alone, but their intention, energy, and presence can have a significant impact on their careers, transforming them into leaders people want to follow rather than those they have to follow. In Contagious Culture, Anese Cavanaugh describes how people can improve the cultures of their organizations using Intentional Energetic Presence® (IEP).":1,"#Anese Cavanaugh":1,"#Contagious Culture":1,"#Creating a culture of feedback is crucial for employee engagement. Todd Mosetter shares how you can create a culture of feedback on your team.":1,"#How to Ask for and Receive Feedback":1,"#Employees are destined to fail if they aren't given clear and reasonable expectations. Learn how to build a high-performing team that knows exactly what's expected of them in order to succeed.":1,"#Establishing Clear Employee Expectations":1,"#450 Results found for <span ljsid-1=\"\">\"enterococcus faecalis\"</span>":1,"#a2243620026@alumnos.uat.edu.mx":1,"#In a world where we are attached to our devices 24/7, managing your time can be a struggle. Alexandra Levit suggests employing the 52-17 method to sustain your momentum at work.":1,"#How to Sustain Your Momentum at Work":1,"#Do you celebrate the small wins on your team? Chester Elton reveals how celebrating the small wins can result in big wins.":1,"#Look for Small Wins":1,"#Steven Overman addresses why it’s important to recognize and celebrate even small steps of progress, and offers suggestions on how to do so.":1,"#How and Why to Celebrate Incremental Progress":1,"#29 minutes":1,"#25. Who Are These People?":1,"#*Looking for online forums or social networks to connect with others.":1,"#*Building resource hubs for leadership skill development.":1,"#*Researching specific ideas on personal development.":1,"#*Reading sources regularly.":1,"#*Choosing credible sources for world news, business news, and leadership or coaching ideas.":1,"#The Internet can be leveraged as a powerful leadership tool. Leaders can utilize the Internet to add to their depth of knowledge by:":1,"#24. That Thing Called the Internet":1,"#Great leaders cannot do everything by themselves. They must be constantly honing and improving their personal networks. They can start by making a list of everyone they know and everyone they have ever met in a business environment that they want to know better. A spreadsheet works well to manage this.":1,"#23. Keep Tabs on Your Friends":1,"#PART ONE: HOW ARE YOU SHOWING UP AS A LEADER?":1,"#*Spend time on the \"front lines\" where interactions with customers actually take place.":1,"#*Talk to employees in other departments.":1,"#*Learn about senior staff members.":1,"#*Keep an eye on company web sites.":1,"#*Read annual reports.":1,"#Many employees at large companies do not have a good understanding of how their companies actually work. All employees at all levels owe it to themselves to:":1,"#22. So This Is What We Do":1,"#*Speak with employees and ask them directly about their cultures.":1,"#*Learn what is acceptable or not acceptable by searching the Internet.":1,"#*Be role models for being accepting of different cultures and worldviews.":1,"#*Leaders must understand that despite all the emphasis they put on their own personal and professional development, it is never really only about them. Great leaders know that in the end it is about their coworkers, teams, and greater communities.":1,"#Sometimes disagreements or personality clashes between managers and their employees can come down to a difference in culture. Leaders can overcome cultural differences by learning where their employees are coming from and what their values are. They must also:":1,"#21. Take a Trip Around the World":1,"#PART THREE: GET CURIOUS ABOUT THE WORLD AROUND YOU":1,"#Leaders can utilize the \"This Is Me\" exercise to remind others of what is truly important to them. It requires people to write a list or draw a picture of what specifically makes them who they are. This will allow them to become grounded in their own values and passions.":1,"#20. This Is Me":1,"#Many leaders often find themselves giving frequent presentations or speeches. One skill that goes a long way in helping leaders get their messages across in these situations is storytelling. Stories can illustrate, demonstrate, or emphasize the core message of any speech or presentation; they are also a powerful way to capture and hold the attention of an audience. Stories must be connected with the key message of the presentation they accompany. They must be well told, with a beginning, middle and end. Stories that might make any member of the audience feel awkward or uncomfortable should be avoided.":1,"#19. Once Upon a Time":1,"#*McClelland's <em ljsid-1=\"\">Theory of Needs</em> categorizes people by their most dominant needs (i.e., achievement, affiliation, or power).":1,"#*Herzberg's <em ljsid-1=\"\">Two Factor Theory</em> focuses on how hygiene factors and motivator factors influence satisfaction and growth.":1,"#*Heider's <em ljsid-1=\"\">Attribution Theory </em>explains how people view events internally and externally.":1,"#*Leaders must take a step or two outside their comfort zones. This will help them develop new perspectives and keep their priorities straight. Plus, it never hurts to try and learn new things.":1,"#*Maslow's <em ljsid-1=\"\">Hierarchy of Needs </em>can explain the motivations of team members.":1,"#Leaders must have a working knowledge of traditional leadership theories, models, and frameworks. These include:":1,"#18. I Have a Theory":1,"#Keeping a journal is an excellent tool for self-reflection and deeper thought. This is becoming a lost art in the modern world, but keeping a record of personal thoughts and ideas has always been a great way to act upon them. There are many ways to keep a journal. The first is the old-fashioned long-form diary. This often provokes a certain amount of creativity from the writer. The second type of journaling is more about taking notes and writing down new information, ideas, questions, and reflections. The third version is more about keeping clear and detailed notes about direct reports, with emphasis on delegation, progress, and accomplishments.":1,"#17. The Best Thinking Tools Ever Invented":1,"#Some leaders do not invest time or attention in business books; however, business books are often where big new ideas are put forward. Reading best-selling business books is practically a requirement for staying current and credible in the workplace. Additionally, business books often tell powerful, compelling stories that are not only relevant, but also strengthen storytelling as an overlooked leadership skill.":1,"#16. Hit the Books":1,"#There are many must-have skills for effective leaders, but coaching is an absolute must. Coaching is about helping others solve problems or find answers for themselves. The goal of a good coach is to unlock insight and awareness. This requires three fundamental skills: listening, focus, and empathy.":1,"#15. The Whistle and the Clipboard":1,"#The most important thing for leaders to remember when arriving at new, higher levels of management is delegation. Managers who do not delegate effectively will quickly become overwhelmed. Delegation is about transferring power and authority to others in order to get tasks completed. Delegation is the opposite of micromanagement because it is based on trusting other people to get things done in their own ways. It increases work output, fosters development, and keeps employees engaged and motivated.":1,"#*Leaders are not effective if they limit themselves to their immediate surroundings. Instead, they must broaden their experiences and develop curiosity about the world around them in order to obtain the right perspectives.":1,"#14. What Is It That Only You Can Do?":1,"#*Using the last few weeks of the year to choose a new subject and make plans to do it all over again.":1,"#*Making presentations or teaching courses about the topic.":1,"#*Spending a few months learning as much as possible and practicing new concepts and techniques.":1,"#*Compiling resources and plugging them into their calendars to ensure time is spent on each of them.":1,"#*Researching the topic and seeking out experts inside or outside their companies.":1,"#*Picking a skill.":1,"#For those who are serious about developing their skill sets as leaders, they can start programs to develop one new leadership skill every year. This involves several steps, including:":1,"#13. One Year at a Time":1,"#New or different desired behaviors and key behavior enablers.":1,"#*Once leaders have an idea of where they stand in their current roles, they need to take a look at not only how to leverage their strengths and minimize their weaknesses, but also at which new skills might be learned to further develop their leadership effectiveness.":1,"#Specific attitudes and behaviors to add, change, or stop.":1,"#At least three critical development objectives.":1,"#A statement of the overall development goal.":1,"#It can be helpful for leaders to document their goals and objectives in a <em ljsid-1=\"\">Leadership Development Plan</em> (LDP). This is a formalized, written plan of the steps to take to develop as a leader. Many leaders find that LDPs help them stay committed and hold them accountable to their goals. An LDP includes four parts:":1,"#12. Put It in Writing":1,"#Every leader needs to define what leadership really means to them. They must create lists of leadership competencies that include qualities like vision, strategic thinking, passion, courage, and so on. They should then identify the most personally important traits and \"walk the talk\" by demonstrating those traits daily.":1,"#11. Break Out the Dictionary":1,"#PART TWO: ADD SOMETHING NEW TO YOUR GAME":1,"#*Whether their visions are aspirational, their missions are challenging, and their strategies are clear and measureable.":1,"#*Whether everyone is clear about their goals and how they can accomplish them.":1,"#*In order to develop themselves as leaders, people must invite others to provide feedback on how they are \"showing up.\" This includes investigating how their peers, bosses, direct reports, and organizations perceive them.":1,"#*Why they exist.":1,"#Vision and mission are what provide purpose and direction for companies or groups, and strategy is the roadmap that helps them accomplish their goals. The only good way for them to get feedback on the execution of these loftier aspects of leadership is to go high up within their organizations to discover:":1,"#10. How Am I Driving?":1,"#Truly great leaders assess every side of an issue before they make a decision. They can use a self-reflection exercise to make a list of strongest, most rigid opinions to find a way to become more open and flexible about them. To do this, they must make a list of \"Inflexible Positions\" and a corresponding list with \"Other Possible Realities.\" Creating these lists is a great exercise to help them understand the opposite side of these positions and arguments.":1,"#9. Is There Another Way?":1,"#What did others learn from their guidance?":1,"#What did they do that was frustrating or made others' jobs harder?":1,"#What did they do really well?":1,"#Most people have persistent weaknesses in their leadership development journeys. To discover them, they must call their peers and bosses from previous jobs and ask about how they viewed these weaknesses. This will add some historical perspective to current feedback. They should ask three important questions:":1,"#8. Go Back in Time":1,"#*In order to stay competitive in today's business world, leaders need to be constantly learning, honing, and refining their skills.":1,"#What are they most proud of?":1,"#What are their best qualities?":1,"#Much like how an athlete needs a variety of training techniques to stay in peak physical condition, those seriously interested in becoming better leaders need to focus on more than just their shortcomings. Instead, they must always be working on developing their leadership strengths and finding new ways to leverage them. The first step is to identify those strengths, and that starts with honesty. In order to become more honest, they must ask themselves two questions:":1,"#7. Get in the Weight Room":1,"#Personal development is similar in a lot of ways to a CEO running a company. Like a CEO, people who are serious about their development must have a <em ljsid-1=\"\">board of directors </em>to provide advice on how to move forward. They can start by identifying four or five people who will serve on this board. These individuals will help plan and assess leadership development. Leaders can start by looking among their peers, but the right combination truly depends on specific development goals. The goal is to meet with this group in person two or three times per year to set development goals and check on progress.":1,"#6. Just Like the CEO":1,"#Those who are serious about learning how to become capable leaders will eventually find mentors. However, they must first understand that mentoring is not the same as coaching. Coaches are trained to ask specific questions to help their clients unlock their own insights, while mentors provide more direct, explicit advice and feedback.":1,"#5. When the Student Is Ready":1,"#They must give honest, constructive feedback without sugarcoating or withholding any information.":1,"#They need to be as specific as they can when documenting their observations and providing feedback.":1,"#Steve Arneson's book <strong ljsid-1=\"\">Bootstrap Leadership</strong> contains 50 effective strategies designed to help people become more effective, productive leaders in professional settings. Ideas range from personal development to small teams and entire communities. Arneson also emphasizes the importance of leadership positions to the development of organizations as a whole.":1,"#bootstrap-leadership":1,"#<strong ljsid-1=\"\">Steve Arneson</strong> is the president of American Leadership Consulting. He was named one of America's top 100 thought leaders on leadership and one of the country's top 25 leadership coaches by <em ljsid-3=\"\">Leadership Excellence</em> magazine.":1,"#Index":1,"#They must have a solid understanding of exactly what habits or behaviors need to change.":1,"#Acknowledgments":1,"#Notes":1,"#Figures":1,"#Where Do You Go From Here?":1,"#Part Four: Step Out of Your Comfort Zone":1,"#22. So <em ljsid-1=\"\">This</em> Is What We Do":1,"#Part Three: Get Curious about the World Around You":1,"#Part Two: Add Something New to Your Game":1,"#Part One: How Are You Showing Up as a Leader?":1,"#Introduction":1,"#For particularly difficult personal development challenges, it helps to have a safety net. One way of staying on track is to ask a peer or colleague help track progress and give regular feedback. This person, or <em ljsid-1=\"\">personal private detective</em>, should be honest, willing to help, and physically present to monitor progress. When looking for their own detectives, leaders must keep an eye out for three qualities:":1,"#Preface":1,"#Foreword by Dave Ulrich":1,"#BOOK TABLE OF CONTENTS":1,"#By Brendan Reid":1,"#Teach You in Business School":1,"#The Winning Career Strategies They'll Never":1,"#Stealing the Corner Office":1,"#By Henry Evans & Colm Foster":1,"#Lead in Six Moments that Matter":1,"#Step Up":1,"#4. Your Own Private Detective":1,"#www.arnesonleadership.com":1,"#<strong ljsid-1=\"\">Bootstrap Leadership </strong>by Steve Arneson is a dense book full of ideas, thoughts, and motivation meant for those who view themselves as leaders in professional settings. It is aimed primarily at people at the middle management level of their organizations, but there are helpful tips for senior executives and beginners as well. It can be read cover to cover, but can also be referred back to continually over a longer period of time.":1,"#Estimated Reading Time: 3-4 hours, 290 pages":1,"#*Prepare for their successors, or the individuals who will be filling their own shoes, by communicating to them as much as possible about their new roles, responsibilities, and expectations.":1,"#*Take the time to thank those who helped them reach this new height.":1,"#Effective leaders will inevitably move up or move on from their current job roles. While this is exciting, there are a few things they should consider before they leave. They must:":1,"#50. Welcome the New Guard":1,"#Effective listening is one of the most important skills leaders can possess. The keys to effective listening are to reflect, absorb, and act on what is being said. Leaders with these powerful skills are able to divine the true purpose of what is being communicated to them and \"hear\" conversations from that perspective.":1,"#49. The Best Advice Ever":1,"#The next step is for leaders to gather feedback from coworkers about which leadership tactics are working and which are not. In a sense, this is like turning around to see if anyone is actually following their lead. This is often referred to as <em ljsid-1=\"\">360? feedback</em>. It involves collecting feedback on leadership styles and behaviors via surveys and written comments. To get the most out of this, leaders must be willing to take some potentially negative comments without getting defensive.":1,"#The feeling of community is an important part of every organization. Therefore, leaders must always ask how they can contribute. They must find ways to leverage their skills and experiences to benefit not only their own teams, but their organizations as a whole. They can also find ways to get involved by leading volunteer committees or company events.":1,"#48. Join the Volunteer Army":1,"#*Who did they develop today?":1,"#*What did they communicate today?":1,"#*How did they show up as a leader today?":1,"#Good leaders must ask themselves a few questions to remind themselves that leadership is not about them. Asking these questions on a regular basis well help shape and develop their daily habits and responsibilities. They include:":1,"#47. Talk to Yourself":1,"#Most people who become leaders within their organizations do so based on their wealth of skills and experiences. These individuals should consider teaching courses in these skills for the benefit of their entire organizations. Those who take this challenge find it incredibly rewarding, as they feel they have given something back to their companies.":1,"#46. Step Up to the Podium":1,"#Too often, leaders are unable to spend their time wisely. They forget that time is the most important resource they have. Therefore, effective time management is key to their productivity. This starts with establishing a system of priorities. Leaders interested in developing this skill should pay close attention to how much time they actually spend on their top two or three priorities. Other important tools are effective delegation, better self-discipline, and the ability to say \"no.\"":1,"#3. Spin Around in a Circle":1,"#45. Your Most Precious Resource":1,"#Great leaders look beyond their direct reports, who get a lot of regular attention, to the people who report to them. They can utilize different tactics to build these relationships, including one-on-one meetings, focus groups, and all-hands meetings. Great leaders give the gift of their time and attention freely and avoid insulating themselves among their direct reports and peers.":1},"version":200419}]