[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"phrase":"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes","candidate":"#","variables":["<var hour=\"\"></var>","<var minutes=\"\"></var>"],"regex":"^#([\\d ]{1,2}):([\\d ]{1,2}) minutes$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":196803},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":196803},{"_id":"outdated","outdated":{"#Merrick Furst<span ljsid-1=\"\">, </span>":1,"#Mark Wegman<span ljsid-1=\"\">, </span>":1,"#Matt Chanoff<span ljsid-1=\"\">, </span>":1,"#Recently Viewed (49)":1,"#Collapse filters":1,"#joseflojpg@gmail.com":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> John Kyle Dorton, Emi Osono, Hirotaka Takeuchi, Norihiko Shimizu":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Brené Brown":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Andrew Harrison":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Elizabeth Bieniek":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Elena Grotto, Felicia Joy":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Matt Chanoff, Mark Wegman, Merrick Furst, Daniel Sabbah":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> K.K. Hart":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Zindel Segal, Norman Farb":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">618</span>":1,"#No Results found for \"Kia \"":1,"#extreme-toyota":1,"#<strong ljsid-0=\"\">Emi Osono, Norihiko Shimizu,</strong> and <strong ljsid-2=\"\">Hirotaka Takeuchi</strong> are graduates from business schools including the University of California, Berkeley, and Stanford, who teach at Japan's acclaimed Hitosubashi University. Takeuchi has co-authored the book <em ljsid-4=\"\">Can Japan Compete?</em> (2000) with Professor Michael E. Porter of Harvard, and all three have spoken at various conferences and seminars around the world.":1,"#<strong ljsid-0=\"\">Let all the employees and outside constituents come up with solutions.</strong> Companies should recognize that they have tremendous resources in the views and ideas of all employees and partners. Making use of these ideas often means accepting criticism and disagreement, but the rewards are well worth it.":1,"#<strong ljsid-0=\"\">Develop routines necessary to resolve those contradictions.</strong> Toyota's routines are clear--the A3 sheet, their production processes, asking \"why\" five times, and many other habits help the auto company deal with problems. Other companies also need to create clear routines and train employees to incorporate other practices as needed.":1,"#<strong ljsid-0=\"\">Embrace contradictions as a way of life.</strong> Companies can limit themselves by not constantly challenging employees to create new answers to new questions. Toyota's acceptance and encouragement of contradiction can be very useful to companies that want to keep innovating.":1,"#Clicking this link will redirect to relevant products for the Authors John Kyle Dorton.":1,"#<em ljsid-0=\"\">Rise of new competitors.</em> New manufactures have entered markets in Korea, China, and India in recent years, taking advantage of emerging markets faster than Toyota has been able to respond. These manufacturers may end Toyota's goals for global market share.":1,"#<em ljsid-0=\"\">Insular approach to capital markets.</em> Toyota's long term outlook on investment and careful approach to spending have lead to low dividends and low returns to investors, especially compared to the company's earnings and growth. This problem threatens the company's market share as other car companies have started to slowly outperform them in the 2000-2007 period.":1,"#<em ljsid-0=\"\">Workforce diversity.</em> Toyota has been criticized before of hiring only one type of employee: the hard working, learning-motivated, often Japanese worker. This can create a sort of workplace blindness to different patterns of thought, along with a language barrier that makes international communication more difficult than it needs to be.":1,"#<em ljsid-0=\"\">Cultural rigidity.</em> Toyota's focus on the auto industry and habits of up and in promotion tend to create groupthink situations and suspicion of outside ideas. This makes it difficult for Toyota to benefit from innovations created by other industries.":1,"#<em ljsid-0=\"\">Employee complacency.</em> Despite trying to foster a culture of constant improvement and change, many Toyota employees treat Toyota practices as set in stone and unchangeable. As a result, the proposal of new practices has slowed considerably.":1,"#<em ljsid-0=\"\">Organizational growth pains.</em> The success of Toyota's production techniques have caused the company to start extensive training programs to help foreign managers better understand the Toyota Production. The labor this requires, in addition to the new managers and employees who need to be taught Toyota's business practices, are putting an increasing strain on Toyota's resources and time.":1,"#<strong ljsid-0=\"\">Extreme Toyota</strong> does not pretend to have all the answers. What the text does offer is a detailed look at the business practices and history of the Toyota Corporation. The numerous interviews and data collected by the authors provide a strong foundation with which to examine the company, and every example is underlined by quotes from various Toyota authorities and data charts, sometimes even pictures of executives or car models.":1,"#<em ljsid-0=\"\">\"Up and In\" Human Resources.</em> Toyota prefers to keep employees and train them rather than practicing an \"up and out\" employee structure favored by other organizations who reward efficiency with promotion or force employees out of the company instead.":1,"#<em ljsid-0=\"\">Nerve System.</em> Toyota's communication grid works like a nerve system and is designed to send immediate signals across structural lines when new information is encountered.":1,"#<em ljsid-0=\"\">Founders' Philosophies.</em> Toyota is guided by the collective wisdom of its founders and the famous executives who have come after, whose knowledge and experience are gathered and passed down to each new generation of employees.":1,"#<em ljsid-0=\"\">Local Customization.</em> Ignoring the race to generalize parts and systems, Toyota has a habit of creating vehicles for specific demographics and manufacturing parts in-country rather than exporting.":1,"#<em ljsid-0=\"\">Experimentation.</em> Toyota is not afraid to experiment with unexpected vehicles and marketing practices to try and gain these vehicles a loyal customer base.":1,"#<em ljsid-0=\"\">Impossible Goals.</em> Toyota prefers to set impossible market share goals for itself and then see if it can meet them--such as reaching a 15 percent global market by 2010, a goal that went from being impossible to now expected.":1,"#ISBN: 9780470267622":1,"#Emi Osono, Norihiko Shimizu, and Hirotaka Takeuchi,...":1,"#Toyota focuses on training employees and values employee knowledge with its <em ljsid-1=\"\">\"up and in\" human resource</em> policy.":1,"#The company maintains a <em ljsid-1=\"\">nerve system</em> of communication that encourages employee face-to-face contact and immediate results.":1,"#Toyota puts a great deal of emphasis on the <em ljsid-1=\"\">founders' philosophies,</em> which guide the company in terms of value and wisdom.":1,"#The results of Toyota's experimentation have lead to global expansion and <em ljsid-1=\"\">local customization</em> to particular markets, evidenced by the creation of the Tundra, BUV, and other car models.":1,"#The company works to achieve these impossible goals by never being satisfied and not being afraid of <em ljsid-1=\"\">experimentation.</em>":1,"#Toyota seeks to constantly improve by setting <em ljsid-1=\"\">impossible</em> goals.":1,"#Clicking this link will redirect to relevant products for the Authors Norihiko Shimizu.":1,"#Clicking this link will redirect to relevant products for the Authors Hirotaka Takeuchi.":1,"#Clicking this link will redirect to relevant products for the Authors Emi Osono.":1,"#by John Kyle Dorton, Emi Osono, Hirotaka Takeuchi, Norihiko Shimizu":1,"#Gerd Aulinger, Mike Rother":1,"#No Results found for \"Diagramas Automotriz \"":1,"#20 pp. John Wiley & Sons, Inc. 2008 One of the largest automobile manufacturers in the world, Toyota is renowned for its efficient manufacturing processes and steady growth, even through trying times. The company managed to foresee the need for a hybrid vehicle in the early 1990s before most other manufacturers had even begun to design hybrid models. It entered multiple foreign markets, not by selling the same models to different countries but by developing different models for each market as needed. Toyota has maintained effective communication procedures for employees despite a continually growing work base stretched out across manufacturing plants in many different countries. So what is Toyota's secret? How does the auto company embrace the constant change that has allowed it to remain successful through the years? The key is in accepting contradictions.":1,"#John Kyle Dorton, Emi Osono, Hirotaka Takeuchi, Norihiko Shimizu":1,"#No Results found for \"Reparacion de automoviles \"":1,"#John W. Boudreau, Ravin Jesuthasan":1,"#cocomires@gmail.com":1,"#Recently Viewed (1543)":1,"#Recently Viewed <span ljsid-2=\"\">(1542)</span>":1,"#Recently Viewed (1542)":1,"#To be inclusive with people from a different race is one of the most fraught diversity issues we face since racism is arguably the most difficult, intractable issue in society today. Overt racism exists and we must be vigilant and uncompromising in dealing with it, but most people in companies aren’t overtly racist, however, many have unconscious bias toward Black, Latino, Asian, and indigenous talent that’s subtle, even nearly invisible but can be just as destructive. In companies we know from study after study that non-white employees get lower performance ratings, get fewer promotions, and lower pay, and therefore no...":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\"></a></strong><a ljsid-1=\"\"><strong ljsid-1-0=\"\">Andrés Tapia</strong></a> is a Senior Partner and Global Diversity & Inclusion Strategist at <a ljsid-3=\"\"><strong ljsid-3-0=\"\">Korn Ferry</strong></a>, a premier global provider of leadership and talent search and management solutions. A published writer and prominent speaker, Tapia is the author of <em ljsid-5=\"\"><a ljsid-5-0=\"\"><strong ljsid-5-0-0=\"\">The Inclusion Paradox: The Obama Era and the Transformation of Global Diversity</strong></a></em>, and co-author of <em ljsid-7=\"\">Auténtico: The Definitive Guide to Latino Career Success - A Latino Executive Manifesto</em>, and <em ljsid-9=\"\">The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us</em>.":1,"#Branding<span ljsid-1=\"\">, </span>":1,"#Customer Experience<span ljsid-1=\"\">, </span>":1,"#No Results found for \"how to motivate People by andrew sargent\"":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#Russisch":1,"#Michael Dunne is an American businessman with over 20 years of experience working in China in the automotive industry, initially as an industry consultant and more recently as an investment advisor. In American Wheels, Chinese Roads, he puts his experience to work, telling the story of General Motors’ early years in China. He explains the rules of the road for doing business in China, providing colorful examples and anecdotes from Chrysler Jeep as well as GM. Dunne describes the importance of luck and licenses, the central role of joint ventures, and the enormous power of China’s city governments, which function almost like sovereign countries.":1,"#by Andrés Tapia":1,"#Clicking this link will redirect to relevant products for the Speaker Andrés Tapia.":1,"#<em ljsid-0=\"\">Reconsider the time you spend in meetings.</em> Is there a...":1,"#by Laura Stack":1,"#Clicking this link will redirect to relevant products for the Speaker Laura Stack.":1,"#Source: Bank Investment Consultant":1,"#Maintaining perspective and emotional balance is a prerequisite for success in the workplace. This module will cover how to improve mindfulness and be less reactive, teach how to tackle stress by practicing mindfulness exercises, and improve interpersonal relationships, productivity and quality of work.":1,"#0 of 4":1,"#0 of 0":1,"#1 of 0":1,"#Recently Viewed <span ljsid-2=\"\">(48)</span>":1,"#4 of 4":1,"#2 of 4":1,"#Customer Success<span ljsid-1=\"\">, </span>":1,"#Social Responsibility<span ljsid-1=\"\">, </span>":1,"#Recently Viewed <span ljsid-2=\"\">(49)</span>":1,"#Hirotaka Takeuchi":1,"#John Kyle Dorton":1,"#Norihiko Shimizu":1,"#In The Leadership Pipeline, Ram Charan, Stephen Drotter, Jim Noel, and Kent Jonasen explain how businesses can create a constant flow of leaders in their organizations by implementing the Leadership Pipeline model. The transition between two different leadership positions often results in a massive change in the skills, time allocation, and work values needed for the job. By defining the responsibilities of different leadership positions and understanding the development necessary in fostering successful transitions, you can cultivate a wealth of talented leaders within your organization.":1,"#The Leadership Pipeline, Third Edition":1,"#Doug Howarth":1,"#Kevin E. O'Connor, Cyndi Maxey":1,"#17 minutes":1,"#3 of 4":1,"#1 of 4":1,"#entryId: '1_4z3y8czm'":1,"#Liked <span ljsid-2=\"\">(4)</span>":1,"#Everyone in the auto industry is so familiar with Toyota’s dramatic business success and world-renowned quality that, as Liker points out, many consider the company to be “boring,” with its steadily growing sales, consistent profitability, huge cash reserves, operational efficiency (combined with constant innovation), and top quality, year after year. But, despite this reputation as the best manufacturer in the world, and despite the huge influence of the lean movement, most attempts to emulate and implement lean production have been fairly superficial, with less than stellar results over the long term. “Dabbling at one level—the ‘Process’ level,” U.S. companies have embraced lean tools, but do not understand what makes them work together in a system.":1,"#EAGERNESS TO EXPERIMENT":1,"#Expansive Forces:":1,"#The result is an examination of what makes Toyota such an unusually viable company and what other companies can learn from its unique approach to business. While there are ingrained practices that will continue to set Toyota apart in the way it manufacturers cars, there are also broad-scope perceptions that can help any business explore new ways to improve its own industry and learn from the Toyota paradox.":1,"#CONTRADICTIONS":1,"#©2008 Emi Osono, Norihiko Shimizu, Hirotaka Takeuchi, and John Kyle Dorton":1,"#On one hand, Toyota is known for its slow and careful examination of markets, requiring multiple tests of any new products and hesitating before allowing any modification to be made available commercially. On the other hand, the company has sometimes chosen to rush headlong into new markets where it has no experience, such as when it made Scion or Tundra. The money that funds Toyota research is subject to a similar contradiction: long periods of very frugal spending and stringent money-saving practices, such as turning off lights in offices at lunchtime to save electricity, are suddenly interrupted by massive amounts of spending on Research and Development (reaching as high as one billion dollars a year in 2007) and incredibly expensive conferences.":1,"#Emi Osono, Norihiko Shimizu, and Hirotaka Takeuchi, the primary authors of <strong ljsid-1=\"\">Extreme Toyota,</strong> spent six years researching the company's businesses strategies, from its well-known manufacturing techniques to its management practices. They conducted over 220 interviews with Toyota executives in addition to reviewing internal documents and visiting with dealers and distributors in 11 different countries.":1,"#Toyota may have famed operational efficiency, but in management there are strange redundancies in support staff that appear to serve no purpose, along with attendants and salespeople in excessive numbers. Management structures are very hierarchical, with at least three layers of management to penetrate when suggesting any change or new idea, yet at the same time Toyota encourages its employees to practice regular dissent and sees nothing wrong with argument. These and other contradictory values are spread through a communication system that focuses on easily understood terms with famously simple posted explanations, but is based on a complex web of intercommunication involving committees, study groups, and both informal and formal communication lines across geographical and hierarchical lines.":1,"#Toyota's production-based management systems are widely known and lauded for their efficiency and the results they have produced for factory-based companies across the world. The Toyota Production System with its focus on <em ljsid-1=\"\">kaizen</em> (the famous Japanese slogan for \"continuous improvement\") and just-in-time production has earned the company a prominent place in 20th century business history. The questionable practices are seen when examining the soft side of Toyota's management system, the growth and structure decisions that guide the entire company.":1,"#Many Toyota characteristics are also commonly found in failing organizations. The company tends to have highly homogenous management teams, excessive numbers of employees in unimportant positions, a heavily bureaucratic structure, and no clear focus with its investment, research, or market aims--all qualities found more often with companies that have lost their ability to succeed. These troubling tendencies form the basis of Toyota contradictions, a collection of company-wide practices and decisions that seem completely at odds with each other.":1,"#Upon first glance, Toyota does not look like it should be a successful car company. There are factors that do not add up and characteristics that do not make sense. The organization exhibits many features found in companies that are floundering financially or in the last stages of their existence, and yet Toyota has operated as a car company since 1957 and remains one of the most successful businesses in the industry. In 2007 Toyota's stock was worth twice as much as Daimler Chrysler and 14 times that of its largest rival, General Motors.":1,"#Radical Contradictions That Drive Success at the World's Best Manufacturer":1,"#Leaders learn to be good leaders through their experiences and interactions with other people. In the sixth edition of The Leadership Skills Handbook, leadership and management expert Jo Owen distills countless random leadership experiences into 100 essential leadership skills from which you can craft your own unique leadership success formula.":1,"#The Leadership Skills Handbook, 6th Edition":1,"#ISBN: 978-1-64687-046-2":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Jacqueline Farrington</a></strong> has over 20 years of experience as a change maker empowering leaders and their teams to spark transformation and innovation through communications. Known for her refreshingly direct yet supportive and science-backed approach, she works with senior and board-level leaders as the founder and president of Farrington Partners, Inc. Farrington blends her experience in the performing arts, vocal pedagogy, communications, psychology, and organizational and executive coaching to help her clients find unique communication solutions around challenges such as digital transformations, organizational cultural change, the Great Resignation, or engaging in conversations on social justice.":1,"#<em ljsid-0=\"\">Implementation intentions</em>, or plans you make in anticipation of obstacles, help you stay in control and see distress as <em ljsid-2=\"\">eustress</em>—beneficial stress—when things inevitably go wrong. It’s much more productive to develop implementation intentions than to work toward the unrealistic goal of delivering a perfect presentation. One way to do this is by having a plan for possible scenarios. By developing a set plan for likely interruptions—such as children entering the room—you can ensure your presentation will run as smoothly as possible, even when things go wrong.":1,"#If you’re moderating a panel, remember that your plan should allow you to stay in control while ensuring that all presenters have equal time. Inclusive language and ideas are also crucial to connecting with a broad audience.":1,"#Conversation among panel members is key to an engaging presentation. Don’t take up more than your allotted time. Find ways to generate conversation between yourself and your copanelists to provide your audience with multiple perspectives, such as respectful disagreements. This requires staying alert and actively listening to each presenter.":1,"#Presenting with others can be anxiety inducing, but there are benefits to this format. Most notably, you’re not responsible for the entire presentation. Take time to rehearse so that all presenters are comfortable with their specific part and the timing. In virtual environments, you can supplement these rehearsals by working from master documents and using available tools to communicate in real time.":1,"#Presenting With Others":1,"#Part Four: Details":1,"#Besides slides, visuals can also include props, which require careful planning about how and when you’ll use them; videos, which should be under three minutes and have a clear takeaway that you’ll highlight; and physical handouts, which can provide a good overview and a place for participants to take notes or prepare questions.":1,"#Visuals are there to simplify, amplify, and clarify your presentation, not to serve as a substitute for your content. When preparing visuals, incorporate only one idea per slide and refrain from using large blocks of text. Otherwise, your audience will feel compelled to read the slide instead of listening to you, as our brains can’t perform both tasks simultaneously.":1,"#Visuals":1,"#Providing time for your audience to brainstorm questions, individually or in pairs.":1,"#Asking a question yourself as a conversation starter.":1,"#Encouraging and managing audience questions from the beginning to lead to a more efficient question-and-answer session at the end of a talk.":1,"#You can improve the questions you receive during a presentation by:":1,"#You can also develop a format for answering questions: Focus on one aspect of their question, provide an answer supported by evidence, and check for understanding on their part. This is particularly helpful for trickier or combative questions, for which you should prepare talking points in advance. If questions do get combative, remember to manage your own emotions in that moment by focusing on their questions. Most of the time, audience members simply want to understand your ideas better; they’re not trying to challenge or discredit you as a presenter.":1,"#Preparing for questions from the audience helps you remain in control of the presentation while ensuring your audience feels heard. The first step is a <em ljsid-1=\"\">mindset shift</em>. Instead of seeing audience questions as combative or discrediting, understand them as evidence that your audience is engaging with your ideas.":1,"#Part Three: Engagement":1,"#Developing long, short, and medium versions of your talk allows you to determine which words impart your message in the clearest and most immediate way. It’s imperative to have strong introductions and conclusions that challenge the audience to think, engage their emotions, provide calls to action, and clarify what their main takeaway should be.":1,"#Storytelling is considered to be the oldest form of human engagement for a reason. Planning an effective presentation involves asking what story you want to tell. Knowing this allows you to choose powerful, emotive, and impactful words that say what you mean and shape how your audience will experience your message. Because your audience also absorbs messages from your body and your environment, it’s important not to overpower them with unnecessary or extraneous words.":1,"#In virtual settings, ask your audience to turn on their cameras and use the numerous tools, such as chats and whiteboards, that are built into virtual presentation platforms.":1,"#What cultural and regional differences should you be aware of? For instance, when presenting to a French audience, simply greeting them in French can go a long way in establishing strong connections.":1,"#What gaps exist between what they know and what you want them to know?":1,"#What are your audience experts in?":1,"#Taking some time to get to know your audience is essential. The following questions can help forge connections between you and your audience:":1,"#Connecting with your audience should never be sacrificed for content. Building check-ins into scripts and being clear that you want an active presentation gives an audience time to mentally prepare for engagement.":1,"#In virtual presentations, eye contact is particularly important since less of your body is visible to your audience. To ensure you’re looking into the camera, you can use sticky notes or an extra monitor to maintain your focus.":1,"#Body language can completely change the meaning of how you’re using your voice, and it’s important to learn how to be intentional with your body language. More than displays of nervousness like rocking back and forth or playing with your hair, body language covers various actions, such as eye contact, gestures, poses, expressions, and how you interact with your environment. You can draw from acting techniques to develop the tools to be intentional about body language. Even the choice of whether to stand or sit is an important communication tool, as sitting can lend your presentation a casual air, while standing increases its gravity.":1,"#Another crucial aspect of developing your EARS is avoiding <em ljsid-1=\"\">hellers</em> that soften your message, such as “umm.” Too many hellers can jeopardize your conviction and credibility, which you need for congruence in your overall message.":1,"#Avoid <em ljsid-1=\"\">slinging content</em>, a delivery strategy comparable to a server at a restaurant dropping your orders at your table and walking away. Your voice is a flexible tool that can be developed beyond slinging content by using your <em ljsid-3=\"\">EARS—<strong ljsid-3-1=\"\">e</strong>nergy, <strong ljsid-3-3=\"\">a</strong>rticulate <strong ljsid-3-5=\"\">r</strong>esonance, and <strong ljsid-3-7=\"\">s</strong>tops</em>. To develop energy, you can experiment with different volumes and speeds. Speaking more quietly signals suspense, while louder volume communicates excitement and importance. There’s no one ideal pace for your voice, but varying your speed throughout a presentation can keep your audience interested. Articulation and resonance are related and refer to how you emphasize certain aspects of a talk. For instance, the question “Where were you last night?” has different implications based on which word is most clearly articulated. Stops let your audience fully absorb your ideas and consider any questions you pose.":1,"#Part Two: Delivery":1,"#A common question when preparing for presentations is whether to memorize your content. Practice enough so that you remember your content without necessarily memorizing it. In other words, if you’ve memorized your presentation, your focus will be on delivering the content you’ve memorized rather than connecting with an audience. When you’ve internalized the content enough to remember it, you can develop habits such as knowing how your nonverbal cues are working, when and how you’ll use any relevant prompts, what you particularly want to emphasize, and the most important parts of your speech.":1,"#There’s no overestimating the importance of rehearsing over and over again. There are numerous benefits to rehearsal, but the most obvious is that when you rehearse multiple times, both your brain and body know the content, which puts you in a better position to handle unexpected circumstances during the actual presentation. You can rehearse in front of a mirror, with a practice audience who can provide feedback, or with notes or a script to clarify what you do and don’t understand.":1,"#Every interaction is made up of two conversations: what you’re verbally saying and what your body language is saying. If these conversations aren’t congruent, an audience will always believe what you communicate through the second type of conversation. For instance, if you say that you’re happy to be here but you’re also shrugging your shoulders and reading notes off a smartphone, those actions will speak louder than your words. In a virtual environment, if you say that you’re excited to connect with your audience but don’t turn on your camera or ask others to do so, these actions will undermine your words.":1,"#Congruency":1,"#When we watch others present, we’re scrutinizing everything from their facial expressions and body language to their wardrobe and background in a virtual environment. Pay attention to your appearance and how you present yourself. When you’re delivering a virtual presentation, consider how you can make your background part of your strategic presence. Careful scene preparation means working to balance being comfortable enough to deliver a quality presentation but not so comfortable you undermine yourself.":1,"#To have a <em ljsid-1=\"\">strategic presence</em>, or the ability to make intentional choices about your presence, you must identify and challenge your negative emotions. Rather than thinking, “I can’t make a mistake,” understand that this emotion is rooted in fear and challenge it with the reminder that if you do make a mistake, you’re prepared to handle the situation. Instead of thinking, “I’m not good at doing virtual presentations,” rethink this anxiety as an opportunity to learn more about virtual presentations.":1,"#Clicking this link will redirect to relevant products for the Author Jacqueline Farrington.":1,"#Delivering effective virtual presentations entails using the tools at your disposal to make a virtual environment beneficial for you and your audience.":1,"#Preparing for a presentation involves more than just developing the content; it also requires rehearsing to develop your presence and delivery.":1,"#You can use acting and stage presence techniques to deliver <em ljsid-1=\"\">presentational performances</em>.":1,"#The article titled \"Tighten Your Control on Time\" by Don Farrant discusses ways to identify and address time leaks in order to improve productivity. The author suggests tightening control in areas such as spending too much time on subordinates' problems, oversupervising, doing tasks that can be delegated, starting tasks without proper planning, spending excess time on previous areas of interest, keeping too many or complicated records, failing to block out interruptions, paying too much attention to low-yield projects, engaging in excess socializing, and reading newspapers or magazines on the job. The article also provides suggestions for conducting productive business meetings, as well as habits of effective executives. Additionally, the author emphasizes the importance of distinguishing between true management tasks and non-management tasks to avoid wasting time.":1,"#There was an error fetching the requested service.":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#<var num-hours=\"\"></var> hours ago":1,"#LESSONS TO TAKE AWAY":1,"#Toyota's acceptance of contradiction is maintained by six different forces:":1,"#Nearly every chapter includes a group of key points set out in list format, whether it is an overarching concept like the six driving forces of Toyota, or simply the checklist the company uses when evaluating managers. The main points of each chapter are set apart in bold and semi-bold titles, with conclusions following each section.":1,"#So what can other companies learn from Toyota's management history? It is difficult to try and imitate such an enormous international corporation with such a long history, but there are a few basic principles that can be used to form new and more efficient practices for any industry.":1,"#For those who want to take a closer look at the information provided in the book, there is an extensive appendix and notes section which contains numerous data charts and bar graphs showing various stages of Toyota's growth, along with references for all quotes and lists of Toyota books and articles.":1,"#When new information is received, this nerve system of communication goes into immediate action. In the factory setting, supervisors and managers go to the front line and pass on information in person, looking at the process firsthand. When the information concerns dealers it is passed on just as quickly. The central office communicates the data to regional offices and the regional offices take the information immediately to senior executives of pertinent dealerships.":1,"#To foster this coaching-style work environment, Toyota maintains a stable, long term work environment that employees can feel comfortable in without having to worry about drastic changes or unexpected layoffs. The company tries to show all employees that their training never really ends; every new project or design is a chance to learn or develop something new. Managers themselves are evaluated based on how well they are learning, with focus on creative handling of issues and increasingly efficient utilization of human resources. When employees are promoted, the promotion is conducted very carefully and Toyota has a policy of always informing the employee that it was a very close decision and that there were many other qualified employees who were considered, so that no distance is created between the promoted employee and the team they belong to.":1,"#Toyota's approach to human resources is called \"up and in\" to differentiate it from the \"up and out\" practice used by many professional firms. In an up and out environment, an employee is either slowly promoted up the corporate ladder and rewarded for work and experience, or slowly forced out of the company and eventually replaced by new professionals. Toyota practices an up and in system that is based on the company's respect for people and desire for <em ljsid-1=\"\">kaizen,</em> the continuous improvement that helps refine all parts of the business.":1,"#While Toyota's acceptance of contradiction throughout the company and its embrace of unique production and management practices has often resulted in success for the company, it also comes with a price. Risks developed through the years have created forces of decline unique to Toyota that may yet drag the company down. The six primary forces that threaten the company are:":1,"#Another very popular founder philosophy is known as <em ljsid-1=\"\">Genchi Genbutsu,</em> which means \"to go and see things for yourself.\" Toyota executives tend to pride themselves on this firsthand perspective, the need to go and inspect problems personally whether they be on the factory floor or in a foreign country. This not only keeps managers sharp, but also proves competence to other employees who derive satisfaction from knowing their executives are not afraid to get their hands dirty.":1,"#Employees at Toyota are encouraged to think independently and are trained to be able to form multiple perspectives on a single issue. People are encouraged to discover their unknown capabilities through the challenges that are present in the work environment. Rather than forcing lower-rung employees out of the organization and replacing them with new workers, Toyota views every employee as a source of knowledge and experience that cannot simply be replaced. Regardless of whether or not employees remain in the same position, the longer they stay with the company the more they learn about the processes that drive Toyota and the more skills they develop. In a world of constant improvement, employees are expected to constantly improve themselves, and in return the company treats them as both valuable assets and creative individuals.":1,"#UP AND IN HUMAN RESOURCES":1,"#Face-to-face interaction and proper dissemination of knowledge is also very important to the company, which is why it spends so much money on large conferences that bring huge numbers of employees and dealers together to share plans in a more intimate setting. Toyota has also created several knowledge methods and knowledge centers, including the famous <em ljsid-1=\"\">Green Book</em> or \"The Toyota Way: 2001\" essay detailing the wisdom of founding fathers and the pillars of Toyota business practices. Organizations like the Toyota Institute, the Global Knowledge Center, and the University of Toyota also help spread information and values throughout the ranks of the company.":1,"#SIX FORCES OF DECLINE":1,"#All three of the expansive forces influence each other to a certain extent, and much of Toyota's eagerness to experiment stems from its embrace of impossible goals. An excellent example of this is the production of the Prius, Toyota's hybrid vehicle that uses rechargeable batteries to supplement the power produced by its engine. Toyota was one of the first auto manufacturers to make and market a hybrid vehicle, releasing the Prius first in Japan in 1997 and then in America in 2000. The entire project began in the early 1990s when car companies were first beginning to contemplate an age where environmental friendliness would be a concern for a large part of the market and fuel efficiency would rank high on the list of customer expectations.":1,"#One of the most popular philosophies is that \"tomorrow will be better than today.\" This adage has guided Toyota through many different trials, including the 1950 labor dispute that led to the layoff of 25 percent of its workforce, causing such shame among the executives that they followed the layoffs by resigning themselves, including president Kiichiro Toyoda. From manufacturing disputes with the tough vehicle markets of Europe to the Japanese recession of the 1990s, Toyota has always viewed obstacles as challenges that can be overcome. This philosophy allows the company to set its impossible goals and then proceed to meet them. It also helps Toyota keep improving every part of its system even when things are not going well, so tomorrow continues being better than today no matter what.":1,"#developing counter measures":1,"#When Toyota first began making cars in the 1930s its goal was to create a \"popular car\" and enter a market dominated by Ford and Chevrolet, even in Japan. Using the principles of local customization the company created the AA model, which was designed for the average Japanese driver from the ground up, with tighter turning capabilities and additional mirrors never used on American cars to help the Japanese maneuver into tighter parking spaces.":1,"#The A3 process is designed to communicate the results of such eight-step analysis in an easy-to-read medium, with A3 standing for the 11 by 17-inch copy paper on which the entire process or proposal is summarized, using both sides. This sheet of paper is then passed on, tacked up on bulletin boards, and put to use throughout the company. Like the eight-step process, the A3 sheet starts with the overall objective and breaks it down into steps that lead to definite or expected results and plans for future action.":1,"#Today Toyota manages 53 different manufacturing companies in 27 different countries that cover 170 different markets, not including Japan. The goal of Toyota's local customization philosophy is to design automobiles that will fit into these different markets. Rather than create the base line design for the automobile first and add customization features later like most other auto manufacturers, Toyota begins with customizations and ends by adding the common denominator parts that are used for vehicle models across the board. The result is a proven track record of adapting to and entering new markets with notable success.":1,"#setting a target":1,"#In order to focus on local customization, Toyota divided the IMV into five primary models for its five international main assembly countries, creating single platforms that could be used to create a truck, minivan, or SUV. Other countries such as India and Malaysia also receive IMVs for their respective markets. Some countries needed models with the ability to drive well on unpaved roads, while other countries benefited more by a vehicle that could accommodate large families, or floods, or sandstorms, so the customization continued. The primary difficulty with local customization is that it tends to miss the cost benefits gained by economies of scale. Much of Toyota's manufacturing logistics work in local customization has been to balance the customization itself with the costs of making so many different models, and it is usually successful; a fourth of overseas Toyota models are developed for less than 10 markets and many bear names neither Americans nor Japanese would recognize, including the Alphard, Liteace, Comfort, and WISH. Along the way, Toyota also benefits from constantly creating new materials and parts to appeal to local markets, learning sophistication from European markets, durability from Middle Eastern markets, and technology from the Generation Y market of America.":1,"#Following their custom of continuous improvement and growth into new areas, Toyota executives have a policy of propelling the company forward by creating and supporting impossible goals. These goals help maintain Toyota's constant evolution, and in the end \"impossible\" often becomes surprisingly attainable.":1,"#One long-lasting example is Toyota's policy to \"meet every customer need.\" On a literal, customer to customer basis, this policy is impossible, but the practices that it engenders have been invaluable to Toyota's growth. Meeting every customer need is the basis of Toyota's international outreach and local customization habits. For example, Toyota took a poll in the 1990s and discovered that the average age of their customer was 48. Since it seemed they were not meeting the needs of potential customers in their 20s, Toyota began development that eventually led to the introduction of Scion in 2003. Scion was targeted specifically at generation Y consumers who were skeptical of traditional marketing techniques and interested in self expression and customization. Research into customer needs also helped produce the Tundra when Toyota decided to appeal to the U.S. trucker segment, previously untouched by any Asian vehicle manufacturer.":1,"#clarifying the problem":1,"#Likewise, when Toyota decided to bypass Japanese manufacturing and make a global car, the company avoided lip-service to the goal and applied itself to logistics instead. The project was called IMV, short for <em ljsid-1=\"\">Innovative International Multipurpose Vehicle,</em> and the result was a nearly unheard-of leap in manufacturing protocol. Instead of manufacturing solely in Japan, Toyota planned to move manufacturing into a production network that encompassed Thailand, Indonesia, Argentina, and South Africa. It replaced the idea of \"made in Japan\" with the idea of \"made by Toyota\" and used the entire project to strengthen its brand.":1,"#Toyota is a company that exists and learns by conflict. Every new contradiction propels the company forward, giving it the impetus to keep moving, keep adapting, and keep succeeding in a constantly-changing world market. Unlike other companies, Toyota has embraced contradictions as a way of life, and these contradictions are maintained and propelled by core forces that Toyota depends on to succeed. The core forces can be divided into two groups: <em ljsid-1=\"\">expansive forces</em> and <em ljsid-3=\"\">integrative forces</em> that work together to keep the company growing but in check.":1,"#standardizing successful processes":1,"#The expansive forces that constantly push Toyota to think outside the box are reigned in by three integrative forces that provide continuity and solidity for the constantly changing company. One of the most beloved of the integrative forces is the collection of founders' philosophies, which are used to align the values of everyone in the company, from executives and associates to factory workers and partners. These philosophies are constantly being recounted, spread, and added to by the current generation of Toyota leaders, forming a powerful zeitgeist of tradition and principle on which Toyota can base its management practices.":1,"#Toyota operates under an unusual assumption: that everyone knows everything. The company maintains a complex, interconnected web of communication that links employees of all kinds. The goal is to allow information to flow with absolute freedom, whether up and down the hierarchy of management or back and forth between project groups, or even outside to suppliers, customers, and dealers. A great emphases is put on personal relationships and face-to-face communication, which is becoming increasingly rare in the digital age.":1,"#breaking down the problem":1,"#TOYOTA'S NERVE SYSTEM":1,"#In order to facilitate experimentation in both large and small ways, Toyota created two famous analytical and communication devices: the <em ljsid-1=\"\">eight-step process</em> and the <em ljsid-3=\"\">A3 reporting process.</em> The eight-step process helped analyze a problem by:":1,"#LOCAL CUSTOMIZATION":1,"#IMPOSSIBLE GOALS":1,"#To help solve this problem, Toyota set up the G21 project, essentially a project of experimentation with one simple goal: develop a car for the 21st century that was both environmentally and user friendly. After working for several years, G21 produced a four-seater that had all expected features while improving fuel efficiency by as much as 50 percent. However, Toyota executives rejected the vehicle design. G21 had not aimed high enough for Toyota's ambitions. The company did not want 50 percent better fuel economy, it wanted 100 percent. It did not want a car with features expected in that day and age, but features expected in the 21st century. The G21 team went back to the drawing board and started tapping the still highly experimental hybrid technology that the research department was developing. One billion dollars, one thousand personnel, and several failed prototypes later, the first Prius was finally developed.":1,"#Employees are encouraged not only to communicate freely but to voice contrary opinions, a principle fueled by a belief that every organization should allow criticism, especially from people inside the system who have the ability to see problems and mistakes as they occur. Toyota realizes that ideas that come from the top down may be utterly unreasonable and that it takes the employees down the line, the factory workers and engineers, to realize this. As a result, Toyota embraces the concept of the \"friendly fight\" and allows employees to modify plans, reject them outright, and sometimes even ignore executive orders in favor of a more practical alternative. Instead of being embarrassed about this lapse in discipline, Toyota boasts about local leaders who have defied orders issued by headquarters in favor of on-the-spot decisions that led to success for the branch.":1,"#When creating Lexus, Toyota set down several concepts that followed its impossible goals model, deciding that the Lexus line should be made of \"the finest cars every built\" and that it should have \"the finest dealer network in the industry.\" The company wanted vehicles that would look and operate no differently after 50,000 miles than they did straight off the factory floor. Rather than dismiss these goals as good in concept but ridiculous in application, the lead engineering team sat down and started to work. They developed high speed controls and stability never seen in any Toyota vehicle before, new engines with low noise and high fuel efficiency, high-performance air resistant features, and a design that was both elegant and warmly ambient. New paints were developed that could last for the required 50,000 miles and interior materials were created that would last for at least ten years. When it came time for the Lexus to be shipped, Toyota added a groundbreaking marketing strategy that including a new approach to customer service, new financing schemes, and perks such as 24-hour emergency roadside assistance, free car washing, and customer shuttle service.":1,"#FOUNDERS' PHILOSOPHIES":1,"#Toyota soon moved on from its single market in Japan and began making cars for countries across the world. One of its largest local customization projects began with the introduction of the IMV project. One result of the IMV project was the production of <em ljsid-1=\"\">Basic Utility Vehicles,</em> or all-purpose cars made using local manufacturing branches and local supplies in the Philippines and Indonesia. On the manufacturing side, Toyota's local customization practices allowed manufacturers to save money by depending on this local development instead of more expensive imports from Japan. When the IMV itself was produced, the challenge of local customization greatly increased, moving from a few countries to 140 around the world.":1,"#Toyota has always been a company dedicated to experimentation, from its beginning in the 1930s to the 21st century. Toyota's first entry into the United States, the Toyopet Crown, was one massive experiment in automotive engineering. It was released in the 1950s when Toyota had little experience in manufacturing cars and had never before tried to appeal to the American market. The Toyota executives of the day knew the Crown was an experiment, and when the car failed the company examined the mistakes it had made and produced the first Corona, a much better received model.":1,"#monitoring both results and processes":1,"#analyzing the root cause":1,"#Another Toyota value is the belief that \"everyone should win.\" Although this may sound slightly far-fetched, in practical terms it has a major influence on Toyota's mission and vehicle designs. The company takes \"everyone\" to mean society at large, and the perspective helps the company look at factory workers not as cogs in a machine but as individual wells of experience and knowledge, another one of the company's integral beliefs. It also leads to the establishment of close and long-lasting relationships with dealers. The dealers are seen as partners and frequently asked for input, especially when making key decisions. This also influences another popular Toyota philosophy, \"customers first, dealers second, and manufacturers last.\"":1,"#seeing countermeasures through":1,"#Integrative Forces:":1,"#Emi Osono":1,"#In the business world, getting your message across is essential. And yet many professionals still struggle to do so. Writing, Presenting, and Communicating with Confidence from Harvard Business Review Press aims to solve this problem with its collection of essays describing how to strengthen your communication skills while overcoming common obstacles. Organized into five sections, this book outlines strategies for you to become a better, more persuasive communicator in person, on paper, and online.":1,"#Writing, Presenting, and Communicating with Confidence":1,"#Anna Tavis, Woody Woodward":1,"#Clicking this link will redirect to relevant products for the Topics Cultural Identity.":1,"#Presenting is a performance, and to deliver <em ljsid-1=\"\">presentational performances</em>, you must develop your body language, voice, cues, emotions, and command of presentation technology just as much as you work on the content of your presentation. In <strong ljsid-3=\"\">The Non-Obvious Guide to Better Presentations</strong>, Jacqueline Farrington introduces the presentational skills you need to truly connect with an audience. These skills are essential in today’s world given the increased difficulty in obtaining—and retaining—people’s attention.":1,"#©2022 by Jacqueline Farrington":1,"#by Jacqueline Farrington":1,"#How to Present Like a Pro (Virtually or in Person)":1,"#To have a <em ljsid-1=\"\">strategic presence</em>, or the ability to make intentional choices about your presence, you must identify and challenge your negative emotions. Rather than thinking, “I can’t make a mistake,” understand...":1,"#<em ljsid-0=\"\">Connection</em> is using empathy and emotional intelligence to establish relationships with your audience.":1,"#<em ljsid-0=\"\">Conviction</em> involves knowing and having confidence in the purpose of your presentation.":1,"#<em ljsid-0=\"\">Confidence</em> is about adaptability; rather than committing to not making a mistake, commit to developing strategies to deal with mistakes when you inevitably make them.":1,"#<em ljsid-0=\"\">Presence</em> is about the energy and connection between a performer and their audience. There are three aspects to effective presence:":1,"#Close Search":1,"#Source: Defense AT&amp;L":1,"#Visible range of carousel items is 1-4 of 10":1,"#1 of 3":1,"#⚠️":1,"#Whereas Lean thinking has traditionally been applied to manufacturing, it has great potential to improve other areas of operation as well. It can even benefit organizations that are not involved in manufacturing. The difficulty lies in the fact that, unlike production, business processes are not visible. In The Remedy, Pascal Dennis illustrates how Lean thinking can be utilized to improve organizations in areas other than manufacturing. Individuals who gain a solid understanding of Lean principles will learn how to apply them to any area in need of improvement. The book follows the rejuvenation of the fictional automotive company, Taylor Motors, as plant manager Tom Papas and other high ranking officials apply lean practices throughout the organization.":1,"#Setting the Scene":1,"#Viji Samikannu":1,"#The Digital Coaching Revolution":1,"#In The Digital Coaching Revolution, Anna Tavis and Woody Woodward describe how technological advances are reshaping the coaching industry and changing the employee experience of today and tomorrow. They provide information to help you understand the benefits of coaching, scale coaching services across your organization, and select the best coaches and digital coaching platforms for your organization. Talent managers, employee experience professionals, and learning and development (L&D) and human resource (HR) business partners considering or already engaged with digital coaching providers, platforms, or services can learn to harness the benefits of the digital coaching revolution.":1,"#Clicking this link will redirect to relevant products for the Publisher Ideapress Publishing.":1,"#Marketing & Sales<span ljsid-1=\"\">, </span>":1,"#Emotional Intelligence<span ljsid-1=\"\">, </span>":1,"#Adaptability & Resilience<span ljsid-1=\"\">, </span>":1,"#Why Motivating People Doesn't Work…And What Does, Second Edition":1,"#A leadership role often requires interfacing with the senior management and other stakeholders in the form of meetings, which may include presentations on key points. Your audience may form an impression about you during your presentation. In this lesson, you will learn specific non-verbal and verbal communication tactics to enhance your presentation skills.":1,"#Part of being a strong leader occasionally entails dealing with problem performance by a team member. This module will help managers understand the difference between performance management and progressive discipline, communicate effective feedback, navigate the required processes for progressive discipline, and document each phase of the process to ensure compliance.":1,"#The Strategic Side Gig":1,"#In Be a Project Motivator, Ruth Pearce, PMP, JD, brings a fresh viewpoint to the topic of team development and illustrates how project teams can operate to form a strengths-based foundation. At the heart of this book is a series of empowering practices that infuses positive psychology into the project environment. Pearce offers suggestions for building social intelligence and team engagement and, through real-world scenarios, illustrates how using strengths optimally can help a team succeed. The book presents concepts and practices that lift project managers from being managers of tasks to being motivators of people who can make things happen.":1,"#When Things Go Wrong":1,"#In AI First, Human Always, Sandy Carter details various artificial intelligence (AI) systems and identifies strategies for leaders to implement these systems into their businesses. As AI sweeps across industries in a widespread revolution, it’s crucial for businesses to develop AI integration frameworks and stay informed about new innovations. By encouraging human-AI collaboration, investing in data governance, following ethical guidelines, and adopting an experimental mindset, you can lead your business to the forefront of the AI revolution.":1,"#Sandy Carter":1,"#AI First, Human Always":1,"#Presenting is a performance, and to deliver presentational performances, you must develop your body language, voice, cues, emotions, and command of presentation technology just as much as you work on the content of your presentation. In The Non-Obvious Guide to Better Presentations, Jacqueline Farrington introduces the presentational skills you need to truly connect with an audience. These skills are essential in today’s world given the increased difficulty in obtaining—and retaining—people’s attention.":1,"#The Non-Obvious Guide to Better Presentations":1,"#Drew Neisser outlines key traits of successful CMOs, using the acronym CATS to highlight essential elements for driving impactful results in B2B marketing.":1,"#The 4 Essentials of B2B Marketing":1,"#Generative artificial intelligence (gen AI) is transforming how organizations function and improving how managers fulfill their roles. In the HBR Guide to Generative AI for Managers from Harvard Business Review Press, management experts Elisa Farri and Gabriele Rosani explain the transformative capabilities of gen AI and provide practical advice for harnessing its power to enhance and expand your role as a manager.":1,"#Elisa Farri, Gabriele Rosani":1,"#HBR Guide to Generative AI for Managers":1,"#Research shows a substantial number of corporate employees are unhappy in their jobs. This unhappiness is often attributable to what they experience as a dehumanizing work environment, especially for those who are members of a marginalized group. In Unspoken, organizational psychologist Dr. Ella F. Washington explains the workplace dynamics behind these feelings. These dynamics include the unspoken rules of the corporate world—which can be exclusionary to those who don’t align with the typical corporate mold. Based on insights and real-life stories, Washington provides strategies and tactics for changing these dynamics, navigating the “hidden corporate code,” and creating a better work experience for everyone.":1,"#Source: CMA Magazine":1,"#The article focuses on the Management Training Program of the car rental firm Enterprise Holdings Inc. Topics covered include the need to teach trainees how to empower teams and provide excellent customer service, the checklist of skills given to trainees to ensure they stay on track and the belief in the philosophy that majority of career preparation comes through learning on the job. Also mentioned is the company's promote-from-within culture.":1,"#Emmanuel Probst":1,"#Assemblage":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Julie Winkle Giulioni":1},"version":196803}]