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Healthcare can’t yet fully buy into the promises that AI may bring, but care providers should carefully explore it, find potential use cases, and examine ways in which they can safely deploy it while protecting the patients they seek to serve.":1,"#Hurdles to Overcome":1,"#In recent years, AI has become far more powerful and capable than many believed possible. Its rapid evolution has made access to information possible for the masses, allowing everyday people to learn, do more, and complete increasingly complex tasks with relative ease.":1,"#For patients, ease of access to quality care should also improve. AI implementations may help patients book appointments with ease, better understand their test results, request prescription refills, and navigate the healthcare system. Those who opt in to self-care could receive even greater benefits, including rapid diagnosis and treatment plans.":1,"#The potential for rapid advancement in healthcare exists. However, emerging problems must be studied and addressed before the healthcare system can take the leap.":1,"#As care providers and administrators begin to integrate new technologies, real outcomes could emerge. For patients, these could include lower costs and better diagnoses and treatment plans. For physicians, a likely outcome is a reduction in burdensome administration.":1,"#How AI Is Transforming Healthcare and What That Means for Our Future":1,"#There are hurdles to overcome. In healthcare, AI must prove itself to be safer and better than human care providers in addition to being more convenient and less expensive. It’s likely that one-time failures will be widely reported on and catastrophized, opening the door to lawsuits and shuttering companies hoping to help the dismal state of modern healthcare.":1,"#Wachter, who has followed the power and potential of technology and AI in healthcare for years, believes generative AI could transform healthcare for the better. While nurses and physicians saw the potential for administrative relief through electronic health records, today’s AI doppelgangers and digital scribes could make the possibility truly possible.":1,"#Adapted by permission of Portfolio/Penguin, an imprint of Penguin":1,"#Artificial intelligence (AI) has the power to revolutionize healthcare. It’s already making strides, helping physicians answer a range of medical questions, outperforming graduating medical residents on board exams, and even diagnosing real patient cases. Where it’s especially skilled is in processing large bodies of patient information, including their medical history, examination findings, and test results, and assessing them against disease patterns to diagnose, form a treatment plan, assert a likely prognosis, and recommend a follow-up strategy. Further, it can do so with more empathy than trained physicians.":1,"#An Imperfect Tool in Healthcare":1,"#Dr. Robert Wachter asserts that the healthcare industry is ripe for disruption. In <strong ljsid-1=\"\">A Giant Leap</strong>, the <em ljsid-3=\"\">New York Times</em> best-selling author explores the evolution of technology and AI in the healthcare space, examines the obstacles to overcome, and indicates the enormity of opportunity that may arise as people build trust in generative AI, particularly when their health—or the health of their loved ones—is on the line.":1,"#Advancements are being made to help with diagnoses, predictions, and decision support, all of which can assist physicians in their accuracy. Specialized advancements are also empowering better decisions during surgery and aiding in visual pattern recognitions in radiology. These advancements have potential spillover effects in other specializations.":1,"#There’s tremendous work to be done in this space and enormous barriers to navigate. However, an approach that balances optimism and vigilance could soon unlock a “golden age” in healthcare that will make a meaningful difference for the masses.":1,"#Today, there’s a bias for AI augmentation over AI autonomy. Many are open to seeing how AI can help them do things better, faster, or less expensively, but they also remain wary of delegating work that’s crucial to a still-developing tool.":1,"#Wachter, who has followed the power and potential of technology and AI in healthcare for years,...":1,"#In <strong ljsid-1=\"\">A Giant Leap</strong>, Wachter explores the enormous potential that AI can bring to healthcare. He balances an optimistic outlook with an abundance of caution on the present problems, potential risks, and barriers to overcome. Wachter’s observations stem from his research and practice as a physician, providing a boots-on-the-ground analysis of AI in patient care. The book is an inspiring read that’s likely to encourage professionals in healthcare and adjacent and unrelated industries to explore and prepare for a future where AI plays a crucial role.":1,"#AI and Future Patient Care":1,"#One advancement is digital scribes that alleviate a physician’s burdensome data entry work, sometimes comprising more than 15 hours of their work week. AI is also helping physicians work with health insurance companies, particularly in navigating their prior authorization requirements before committing to cover specific medications, tests, or procedures. Patient email inquiries are also being better managed with augmented response technologies, especially those pertaining to billing questions, refill needs, simple care instructions, or conditions that coach patients to make an appointment.":1,"#Further, Wachter observes that AI is empowering patients to better recognize issues, ask pertinent questions, and more deeply understand their diagnoses and treatment plans. Patients can now advocate for themselves, ask about alternative treatments, and ensure they’re getting the care they deserve.":1,"#However, there are numerous barriers that stand in the way of rapid advancement. Politics, economics, regulations, leadership philosophies, lawsuits, hospital culture, workflows, and hubris could prevent rapid adoption. Patient trust could become a barrier, too, as people tend to trust other humans more than software, even when it may have all the right answers.":1,"#Looking ahead, a physician’s abilities for diagnosis and treatment should rapidly advance as AI is enabled in healthcare systems. As burdensome work continues to lessen, doctors can spend more time talking with patients and exploring their concerns, making the visits more enjoyable for both parties.":1,"#Every iteration of GPT brings remarkable new advancements. What’s happening in the healthcare space is especially noteworthy.":1,"#Wachter explains that today’s AI is still imperfect. Many point to errant responses such as AI hallucinations, the need for skilled prompting, biases, and misinformation, all of which impact trust and raise concerns about privacy and security. These are especially important topics in healthcare, where errors can have a life-or-death impact and ill-conceived outcomes can harm patients, physicians, and hospital systems.":1,"#Evolving AI":1,"#ISBN: 979-8-2170-4424-5":1,"#©2026 by Robert Wachter":1,"#More research is needed to understand the full impact of AI on healthcare, but Wachter is already convinced it’s improving patient care at his own health system, UCSF Health. He and his fellow physicians are using AI scribes, AI-driven chart summarizations, automated inbox message drafting, and billing assistance to take on time-consuming tasks that have minimal repercussions for patients.":1,"#Trust in the systems is crucial. AI must be right 100 percent of the time for every stakeholder to build trust in it. Wachter believes it will take a decade or more to get there. For now, AI is correct often enough to be helpful but incorrect enough that it can’t be relied upon. Interestingly, a key factor limiting its accuracy is physician involvement. In a study where physicians were given cases to review, half with their usual resources and half with access to GPT-4, outcomes were similar: The physicians who had no access to AI scored 74 percent on diagnostic reasoning, and the physicians who used AI scored 76 percent. However, when GPT was allowed to review the cases apart from the physicians, it attained a remarkably higher score; 92 percent. While still imperfect, this finding undermines a common assurance: that having a physician work alongside AI is the best approach to AI integration.":1,"#Fortunately, AI is still iterating. Technologies continue to improve through second AI system auditing and prioritizing verifiable data sets over other sources of information. Still, there continue to be ethical, operational, clinical, and regulatory challenges that require healthcare professionals to remain deeply involved as AI learns how to care for people.":1,"#Generative AI may seem to be an overnight breakthrough—one that has deep implications in virtually every field of work and study. However, it was preceded by years of rules-based, if-then algorithms that built a body of information. Pairing that with new capacities to store and curate immense volumes of data, even data that’s unstructured, has been crucial to unlocking the current capabilities of ChatGPT, Claude, Anthropic, and other similar models.":1,"#Where technologists see a notable advancement is in healthcare. New capabilities in patient data processing, compilation, and analysis are empowering physicians to make confident diagnoses, treatment plans, and prognoses, both by observing patient patterns and comparing them to findings from medical data banks.":1,"#“I’ll see you on the dark side of the moon.” That lyric from Pink Floyd’s “Brain Damage” resonates with me—it’s an invitation to look where most users can’t or don’t. Looking closely at AI can feel uncomfortable, and that discomfort is partly why so many people avoid it. I hope to see you on the dark side of AI. Keep asking hard questions, keep sharing what you learn, and keep admitting what you don’t know yet, because the more of us who turn toward the parts that face away from us, the more our communities can see what is shaping their futures. The far side was never dark to begin with. It was only ever waiting for someone to look.":1,"#The same pattern holds among the youngest, most fluent users. Common Sense Media reported this year that 86% of teens and tweens use generative AI, more than half of them weekly, and yet only about a third understand that it cannot reliably separate fact from fiction. Just half said a teacher or their school had ever shown them how to judge whether AI-generated information is trustworthy.":1,"#The same lesson holds higher up, at the level of the companies building the platforms. OpenAI’s stated mission is to ensure that artificial general intelligence benefits all of humanity. That is an ambitious goal, and it raises an uncomfortable question: Who gets to decide what benefits all of humanity? At the moment, that authority rests with a handful of private companies clustered in a few ZIP codes, answering mostly to their investors. Their values become the defaults inside products that millions of users treat as neutral.":1,"#A 2024 Federal Trade Commission staff report, “A Look Behind the Screens”, found that the largest social media and streaming platforms engage in vast surveillance of their users, retaining troves of behavioral data—some of it bought from data brokers—and monetizing it largely through the targeted advertising that brings in most of their revenue. This data is worth billions of dollars a year.":1,"#Hold the italicized questions in this article up against those values, and the path forward sharpens into view. And even better, we can use our trusted position to inform our communities. Some of that work happens in formal programming, but we can also take advantage of smaller moments: a paragraph in the newsletter, a quick post on social, an “ask me about AI” card propped at the reference desk, a passing exchange with the patron who came in for a recipe and mentions that ChatGPT handed her one. Tell patrons what you know, and be candid about what you are still puzzling through. Point them toward the source instead of letting the AI summary have the last word.":1,"#Most patrons picture something closer to a reference desk. When, in 2025, the Searchlight Institute asked more than 2,300 American adults what an AI like ChatGPT is actually doing when it answers a question, 45% said it looks up the exact answer in a database, and another 21% thought it follows a script of prewritten responses. Only 28% correctly identified that it predicts likely words from learned patterns. The system millions treat as an encyclopedia works much more like a very advanced autocomplete.":1,"#For what it’s worth, I used AI while drafting this article. The arguments, structure, and conclusions are mine; AI helped with wording and drafting that I substantially revised. By the logic of the Schilke and Reimann study, this disclosure may cost a little of your trust. For me, transparency is still a trade worth making.":1,"#On the bright side of these AI unknowns, libraries carry a set of values built perfectly for this moment. Intellectual freedom has always meant helping patrons think for themselves, a charge that now stretches to include thinking critically about a machine that speaks with total confidence. Privacy has been our concern for more than a century. The public good is the whole reason library doors open in the morning.":1,"#For libraries, the stakes run higher than for most. We remain among the most trusted institutions in American life, and AI is increasingly woven through the software we touch all day. It is impractical to put a disclosure label onto every spellcheck and ranked result. However, having a clear, honest position we can explain is critical in a time when AI backlash is prevalent, especially among regular library users. Trust is hard to earn and easy to lose. What will your patrons expect you to tell them?":1,"#The output is incorrect more than our communities know. A 2026 New York Times analysis, conducted with the AI startup Oumi, found that Google’s AI Overviews were accurate about 91% of the time. That figure sounds reassuring until you consider Google’s scale. More than 5 trillion searches are performed each year, meaning a 9% error rate translates to more than a billion wrong answers every day.":1,"#Clicking this link will redirect to relevant products for the Author Crystal Trice.":1,"#The Dark Functionality":1,"#What we call “the dark side of the moon” is just our perspective from planet Earth. The “dark” hemisphere receives the same sunlight the near side does, on the same schedule every day, but we’ve called it “dark” for most of human history because no one had ever seen it. It stayed hidden until 1959, when a Soviet spacecraft sent back the first grainy photographs of terrain that had been there the entire time.":1,"#How Libraries Shine":1,"#The Dark Agenda":1,"#Libraries know better than most that decisions about information are never truly neutral. When an AI system presents an answer as objective, remember that humans made choices about what it should optimize for, and a business model underwrites those choices. Behind every technology is an agenda. Whose interests does this one serve, and who didn’t get a vote?":1,"#AI has a dark side in much the same sense—a whole hemisphere that most in our community never turn to look at, even as we use these technologies every day. What we find in the unseen space is worth taking time to consider. Three concepts sit hidden on the dark side of AI: what is behind the platform, how it actually works, and how we use it.":1,"#by Crystal Trice":1,"#Many in our communities assume that generative AI is simply the next version of Google. They type in a question, see the AI summary at the top of the results, and reasonably conclude that search has always worked more or less this way and has now grown smarter. What actually happens is that the summary is generated on the spot, composed word-by-word as the most plausible-sounding answer the system can assemble. The model works by predicting which words are most likely to come next, drawing on patterns it absorbed from massive amounts of text, and that text is not always accurate.":1,"#Disclosure is thorny. If you lean on AI to help draft a newsletter or a grant report, do you tell anyone? In general, transparency should build trust, but when it comes to disclosing AI usage, that’s not always the case. In a 2025 Organizational Behavior and Human Decision Processes article, Oliver Schilke and Martin Reimann ran 13 experiments and found, with unsettling consistency, that people who disclosed using AI were trusted less than the people who said nothing. The same study revealed that getting caught hiding it did even more damage, so silence offers no safe harbor either.":1,"#The Dark Usage":1,"#They use these platforms constantly, often without a working sense of what the tools are doing underneath. The most important question in the AI era may be the one librarians have always asked: Where did this come from, and how would I verify it?":1,"#AI has a dark side in much the same sense—a whole hemisphere that most in our community never turn to look at, even as we use these...":1,"#When patrons hear the term AI, they picture a chatbot. Most of AI is hidden and woven into our daily routines: the recommendation systems predicting what we will click, buy, watch, and scroll past next. These predictions are assembled from data we generated ourselves, gathered across years of ordinary online life and stitched into a profile we have never seen. When a tool costs nothing, our attention and our behavior are usually what pay for it (i.e., we become the product). Every action we take gets logged and fed back in to sharpen the next round of predictions, often by data companies whose names are unknown. The feed that seems to read our minds runs on an enormous record of everything we have ever done in front of a screen.":1,"#تعلمي":1,"#(3:41 دقائق)":1,"#8 دقائق":1,"#بحث":1,"#ملاحظاتي":1,"#بيت":1,"#التعليمات":1,"#يقبل":1,"#لغة":1,"#شرط":1,"#مرحباً":1,"#(12:00 دقائق)":1,"#If an account seems to be going well but you’re unsure how the party truly feels, look for the following signs of staleness:":1,"#Love and Pride":1,"#Communication is crucial for KA managers because you’re likely working against stakeholders’ biased perceptions. Every sales-related role garners a stereotype or persona over which you have no control. The only thing you can control is how you interact, behave, and communicate with your accounts to prove that you’re trustworthy and on their side.":1,"#Negotiations are the lifeblood of sales and require you to fully understand your customer and the stakeholders who influence their decision. Negotiations for KA managers can be long and drawn out, especially when working with long-standing customers.":1,"#In sales conversation, who has the most power—the customer or the supplier?":1,"#How to Be a Great Sales Coach":1,"#The customer must trust you as both a salesperson and a KA manager.":1,"#What Makes a Great Key Account Manager":1,"#KA manager roles are often senior and require a variety of preexisting sales, managerial, and industry relevant experience. You must build a network of industry connections over time to be a competitive candidate. You won’t necessarily have to be an expert with the products or services in your industry, but you must be able to understand and properly discuss industry topics fluently.":1,"#<em ljsid-0=\"\">Demonstrate your knowledge through consultive selling</em>. You can show customers your knowledge and expertise in counsel without any ulterior motive for an additional deal.":1,"#Mismanagement occurs when your loyalty sways more toward either the customer or your organization, so ensure that all your deals start from a place of transparency and satisfaction for every party involved. While it’s nearly impossible to have a completely 50/50 deal, as long as you’re forthcoming with the facts and do your best to not intentionally trick anyone, all parties can walk away happy.":1,"#KA managers must extensively know their respective industry. If you’re just getting started in a new field as a KA manager, use the <em ljsid-1=\"\">five forces analysis</em> by asking the following questions:":1,"#Many sales managers struggle in their role as sales coach because they haven't learned the basics of teaching. In order to become a more effective coach, sales managers should follow Colleen Stanley's 2 key principles.":1,"#Zero projects in the pipeline.":1,"#Little contact with your buyer.":1,"#Verbal communication relies on exact wording, so when you’re unsure of a proper response, resort to silence. Written communication should always be readable and understandable, with no hidden messages or meaning. Try to picture your communications being publicized—if you’re uncomfortable with such a scenario, chances are something about your messaging should be changed.":1,"#Limited Resources":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Marc Pettersson</a></strong>’s career spans over two decades, from research and design to sales and from start-ups to Fortune 500 companies. His hands-on experience as a key account manager served as the inspiration to write the book. Pettersson works as an independent interim manager in commercial roles and is chairman of the boards of two companies. He’s also an active angel investor and partner with MassChallenge community, a global nonprofit start-up incubator.":1,"#Customers always love to see that they’re working with a manager of integrity and authenticity. Integrity helps build goodwill with clients, and goodwill is required for a customer to trust you. When someone thinks you’re of high integrity, they’ll believe you even during difficult times. If you’re authentic with a high sense of integrity, customers will be more understanding and know you’ve done everything in your power to make the solution right.":1,"#Keep Communication Simple":1,"#A company’s most important resources are usually the most difficult to acquire. Resources can be summarized into four different types:":1,"#Customer relationships don’t just involve procurement teams and sales; other departments within a customer’s company will have their own perspectives and relationships with you. A good KA manager will try to connect with everyone within the organization.":1,"#The sales manager may be the most critical position within a sales-driven organization, since the company’s profitability is based on successful sales. Yet his or her significance can be overlooked and unacknowledged. In Sales Management, world-renowned sales expert Brian Tracy reveals the important methods, strategies, ideas, and techniques of the best sales managers—which, if incorporated, will increase any sales manager’s effectiveness. The result translates to increased sales, which can propel a sales manager to success and career advancement.":1,"#<em ljsid-0=\"\">Pay close attention to body language, tone of voice, and phrase changes</em>. Great salespeople try to get to know their customers before making the deal so they can recognize behavioral changes in conversation.":1,"#The customer must trust your company and what it stands for.":1,"#Sell Me This Pen":1,"#<em ljsid-0=\"\">Intellectual</em> properties and brands.":1,"#Once the issue is close to or completely resolved, don’t let it slide off your radar; you must follow up and check in with your customers to ensure that actual progress was made.":1,"#The Relationship Trap":1,"#Are there any substitutions for products and services within your industry?":1,"#It’s easy to get comfortable with a longstanding customer, but account relationships that grow stale will someday dissolve.":1,"#<em ljsid-0=\"\">Lower or raise the action and pain threshold</em>. Lowering the threshold means making your product or services ready for a demo or easy to get started with, whereas raising the threshold requires convincing the customer that their job will be more difficult without your product or services.":1,"#The customer must need your product or services.":1,"#Are suppliers easily replaceable or highly specialized and unique?":1,"#A KA manager’s greatest strength through every situation is a strong sense of love, passion, and pride in their work. Everyone has their own unique reasons for loving their job and industry, but a KA manager must exude their own excitement whenever they interact with a customer—sometimes, their sales depend on it, as customers can tell if you’re not on their side.":1,"#Sales skills are foundational for a KA manager, even if most of your job is working with existing accounts. Good salespeople understand a customer’s position and context, such as why they’re interested in a product or service and what problems the product or service solves for them. Three things must be true for a sale to succeed:":1,"#Additionally, both your employer and your accounts will have different corporate cultures that you’ll need to navigate. Your job is to recognize and eliminate any friction that may occur between the two parties. Take note of a company’s leadership style, such as whether decisions are made in a slow, bureaucratic process or quickly.":1,"#All four resources are valuable and necessary for a KA manager, but you won’t always have access to the right resources for the job.":1,"#Who are your biggest rivals today?":1,"#<em ljsid-0=\"\">Financial</em>, such as money and credit.":1,"#<em ljsid-0=\"\">Create your unique network</em>. Key account (KA) managers succeed when they rely on their industry knowledge and connections; however, proper networking stems from genuine interest.":1,"#Recent delivery and product quality issues.":1,"#You can mitigate staleness in a customer relationship by continually offering new and innovative products and services. Offer features that used to come at a higher price with a discount or even for free, especially if the features have become an industry standard over time. You can also partner with your accounts to perform joint-marketing campaigns or broaden their network with some of your own connections.":1,"#Inevitably, the KA manager role will feel lonely at times; trying to serve two different parties who often hold opposing interests can be difficult. The way you recognize and manage your stress both on and off the job will directly affect the longevity of your career. Short-term solutions like mindfulness and box-breathing techniques help, but the best way to ensure a healthy career is to do what you love and work in an industry you’re passionate about.":1,"#The Art of Balancing":1,"#Panic Mode":1,"#<em ljsid-0=\"\">Love what you do and who you serve</em>. Great KA managers must enjoy their work, company, chosen industry, and customers.":1,"#Raising Your Volume by Lowering Your Decibels":1,"#Competition in the industry has strategically moved toward your customers.":1,"#Keeping It Fresh":1,"#The Sweet Deal":1,"#<em ljsid-0=\"\">Take advantage of upselling and cross-selling</em>. During negotiation, selling another or different product or service that coexists well with the original deal can transform the sale into a more enticing offer.":1,"#<em ljsid-0=\"\">Physical</em>, for equipment and products.":1,"#To work with limited resources, build relationships that complement your organization’s resources so you don’t have to work alone. Build a winning team across different departments by regularly sharing information and letting others offer new strategies and ideas. You’re only as strong as your relationships, connections, and network.":1,"#<em ljsid-0=\"\">Human</em>, for employees and teams.":1,"#<em ljsid-0=\"\">It can be a lonely job</em>. KA managers must prioritize two distinct perspectives: the company’s and the customer’s. This can feel paradoxical and stressful if you don’t take care of yourself and start the job from a place of humility and integrity.":1,"#<em ljsid-0=\"\">Preparation is your best friend</em>. You’ll often be faced with bad news or setbacks from both your organization and customers, but the better you prepare for such situations, the easier it will be to stay present and try alternative solutions.":1,"#Additionally, use your company’s proper documentation channels—such as a customer relationship management (CRM) system—to leave a “paper trail” of all your communication efforts with accounts. Documentation helps ensure that you can remain consistent whenever you need to get in touch with an account.":1,"#As a KA manager, use the following strategies to close your sales:":1,"#Even though KA managers mainly work with existing accounts and buyers, networking is still a key proponent of the job. Good networking takes patience and good listening skills;...":1,"#<em ljsid-0=\"\">Nurture your relationships</em>. Even the best accounts can fizzle out over time unless you continually invest the time and energy necessary for business relationships to evolve.":1,"#This article discusses the success of a start-up financial services firm in California, which has achieved over $100 million in sales in less than three years. The organization attributes its success to several key factors, including superior products, rewarding salespeople, providing training and incentives, and having a strong marketing department. The article also highlights the importance of creating a sales culture and emphasizing the goal of \"protecting families\" rather than simply selling financial products. It cautions against pursuing growth for growth's sake and emphasizes the need for a strong sales management team and senior leadership that stays focused on core values. The article concludes by emphasizing the importance of examining the root causes of sales problems and maintaining the core beliefs and values that led to success.":1,"#Unfortunately, KA managers are responsible for communicating bad news to customers when something goes wrong. When a situation like this occurs, it’s best not to panic—use all the tools at your disposal to inform the customer and keep them satisfied.":1,"#Even though KA managers mainly work with existing accounts and buyers, networking is still a key proponent of the job. Good networking takes patience and good listening skills; if you rush networking endeavors or network purely for transactional reasons, you’ll chase away potential opportunities.":1,"#Great KA managers know both their industry and their customers. The best way to acquire such valuable knowledge and perspective is to become a <em ljsid-1=\"\">thought leader</em>, or a leading voice in both your company and your network.":1,"#Key account (KA) managers are tasked with the unique job of advocating for customers as well as their company. Every KA role varies from position and industry, but they all stem from one required skill: the ability to nurture relationships. In <strong ljsid-1=\"\">Key Account Rock Stars</strong>, Marc Pettersson demonstrates how to satisfy both your company and your employers by using all the resources at your disposal. Whether you’re building relationships with your sales department or with your customers, as a KA manager, you get to control the account conversation.":1,"#Every KA manager’s role is unique to their industry, and no two postings are alike—some may have a completely different title than KA manager. However, every KA manager position is entirely tied to the accounts involved, so be sure you know the types of accounts attached to the role and company before your interviews.":1,"#When in doubt, use the <em ljsid-1=\"\">THINK</em> method to ask yourself if your communication starts from the following places: <em ljsid-3=\"\">truth, honesty, inspiration, necessity</em>, and <em ljsid-5=\"\">kindness</em>.":1,"#Usually, the buyer has the most up-to-date information on general market and industry practices, so always assume that the buyer is an expert in their respective field. Additionally, in any negotiation, preparation is your best friend. Always have a fallback or walk-away option in case the conversation doesn’t go your way, as fallbacks ensure you start with a baseline and never overpromise or lie to your accounts.":1,"#Thought leaders post on social media to share their knowledge and perspective with their network, but being a good thought leader requires bringing something new to the table authentically and humbly.":1,"#by Marc Pettersson":1,"#Key Account Manager: A Ladder to the Top":1,"#When bearing bad news, prepare for the situation as much as possible. Understand the full context of the situation so you can confidently answer any question that comes your way and have a solution in mind so communication starts from a place of damage mitigation. Be clear, concise, and consistent with your messaging, as misinformation and rumors can spread rapidly.":1,"#You should always know your customers, but being too close with a buyer can lead to potential pitfalls. For example, if customers only relate to you personally but not to your services or competitive offerings, they’ll eventually be swayed toward other solutions. It’s best to use both a personal and a strategic approach, ensuring that you consistently deliver.":1,"#Is your market currently new or attractive to potential customers?":1,"#ISBN: 978-1-63742-587-9":1,"#Clicking this link will redirect to relevant products for the Author Marc Pettersson.":1,"#Another piece of agility is learning agility specifically, and learning agility means that you are open to new experiences, you are open to learning new skills. You recognize that just because you’re a leader doesn't necessarily mean that you know everything right away and that you know more than the people around you. It means that you take advantage of things like massive open online courses, conferences, mentorships, even shadowing where you as a leader might go and do someone else's job. In the 21<sup ljsid-1=\"\">st</sup> century, we all need to be as broad as possible because we never know what parts of our jobs are going to be automated and for this reason you have to constantly be looking for ways to up level your skill set, so that you can continue to compete not only as a leader but also as a human employee.":1,"#The number 1 most important trait that leaders in the 21<sup ljsid-1=\"\">st</sup> century can develop is agility, specifically the ability to turn and change direction on a moment's notice, particularly in response to changing market conditions. The business world is evolving more quickly than it ever has before, and the days of learning something in business school or doing it at a previous company and being able to go and replicate exactly the strategy used before or the days of developing a business plan that might last for 1 to 5 years, those days are over too. We need to be prepared to come in on a daily basis and reassess by gathering a diverse array of perspectives what we are going to do in that time in that moment.":1,"#Alexandra Levit believes that the most important trait leaders can develop in the 21<sup ljsid-1=\"\">st</sup> century is agility. Learn how you can become more agile by following these simple tips.":1,"#The number 1 most important trait that leaders in the 21<sup ljsid-1=\"\">st</sup> century can develop is agility, specifically the ability to turn and change direction on a moment's notice, particularly in response to changing market conditions. The business world is evolving more quickly than it ever has before, and the days of learning something in business school or doing it at a previous company and being able to go and replicate exactly the strategy used before or the days of developing a business plan that might last for 1 to 5 years, those days are over too. We need to be...":1,"#The Mentorship Edge":1,"#<span ljsid-1=\"\">2</span> of <span ljsid-3=\"\">639</span>":1,"#(34:00 minutos)":1,"#(17:00 minutos)":1,"#Los cambios en las demandas y expectativas de los consumidores, impulsados por las nuevas tecnologías interactivas, están transformando el posicionamiento de las marcas. Si bien estos avances ofrecen a las empresas interesantes oportunidades de crecimiento, también conllevan riesgos. En «La marca preparada para el futuro», Mitch Duckler le guía a través de las posibilidades y los escollos de estos cambios vertiginosos. Combina una visión global con análisis detallados, siempre con la mirada puesta en las tecnologías y las tendencias de consumo que marcan el futuro del branding y el marketing de contenidos. Es un libro para líderes y profesionales del marketing que desean aumentar su ventaja competitiva preparando sus marcas para el futuro.":1,"#Florecer":1,"#(20:30 minutos)":1,"#(21:00 minutos)":1,"#(2:21 minutos)":1,"#(32:00 minutos)":1,"#(24:30 minutos)":1,"#(28:00 minutos)":1,"#(3:03 minutos)":1,"#(27:00 minutos)":1,"#(23:00 minutos)":1,"#(24:00 minutos)":1,"#Elevating the Employee Experience":1,"#The article focuses on need to control the attrition rate by re-evaluating the employee engagement and career planning strategies. It mentions that the vision of professional firm Ernst & Young described during the interview process and responsibility to someone else to deliver the performance feedback. It also presents the views of Diana Kutz, a talent leader at EY, and the need of increasing engagement and reducing attrition.":1,"#Start with Why":1,"#Creating a Great Employee Experience":1,"#This article discusses the seven attributes that define a great place to work, based on research conducted with over 200,000 employees in 27 countries. The attributes include recognition, exciting work, security, fair pay, education and career growth, good working conditions, and truth. Employees value being recognized and appreciated, having interesting and fulfilling work, job security, fair compensation, opportunities for growth, a pleasant work environment, and transparent communication from leadership. The acronym RESPECT summarizes these attributes. The article suggests that organizations that prioritize these attributes can achieve positive outcomes for employees, customers, and finances.":1,"#In every industry, there are people who lead, manage, innovate, and envision better than the leaders around them. We’ve seen these leaders show up throughout history, as we did with Wilbur and Orville Wright and Martin Luther King Jr. We’ve also spotted them in recent years, as we did with Steve Jobs and other tech leaders who’ve created, marketed, and led others in inspiring ways, all while being rewarded with loyalty, followership, and higher levels of profitability in the companies they serve. These leaders excelled by all measures for one simple reason: They started with why. Best-selling author and popular TED talk speaker Simon Sinek explores this idea in Start with Why. He explains that people won’t buy into our products or messaging until they understand the why behind them. He goes on to say that the why—and not our assumptions—must serve as the framework for how we create new ideas, inspire action, and foster loyalty in this era. He challenges us to create lasting success by using his framework and remembering to ask the simple question, “why?”":1,"#Lesotho":1,"#Palau":1,"#Guatemala":1,"#Burundi":1,"#Equatorial Guinea":1,"#Bermuda":1,"#Follow Us":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">330</span>":1,"#3954 Results found for <span ljsid-1=\"\">\"Book Summary\"</span>":1,"#3281 Results found for <span ljsid-1=\"\">\"Audio Summary\"</span>":1,"#<span ljsid-1=\"\">1</span> of <span ljsid-3=\"\">274</span>":1,"#<strong ljsid-0=\"\">Leonard Marcus</strong> is the founding codirector of the National Preparedness Leadership Initiative at Harvard. He’s a coauthor of <em ljsid-2=\"\">You’re It: Crisis, Change, and How to Lead When It Matters Most</em>.":1,"#<em ljsid-0=\"\">Caring cultures</em> focus on relationships and mutual trust.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">S</strong></em><em ljsid-1=\"\">egment tasks</em> for either AI automation or AI augmentation.":1,"#Identifying unnecessary obstacles by asking colleagues and customers for input.":1,"#<em ljsid-0=\"\">Who do I want to be?</em> Identify what life would look like if everything were going right.":1,"#Inclusiveness enhances team performance. Inclusive leaders exhibit six traits: (1) visible commitment, (2) humility, (3) awareness of bias, (4) curiosity about others, (5) cultural intelligence, and (6) effective collaboration.":1,"#<em ljsid-0=\"\">Develop and deploy cultural brokers</em>. Cultural brokers are people who excel at cross-functional collaboration. They either act as a bridge or as an adhesive. Bridges serve as go-betweens, while adhesives unite people and build lasting relationships.":1,"#<strong ljsid-0=\"\">Huggy Rao</strong> is an organizational sociologist and the Atholl McBean Professor of Organizational Behavior at the Graduate School of Business, Stanford University. He has written three books, including (with Robert Sutton) <em ljsid-2=\"\">Scaling Up Excellence</em>.":1,"#<em ljsid-0=\"\">Safety cultures</em> focus on planning and preparedness.":1,"#To rewire your brain to focus on more emotionally intelligent behaviors, follow a process based on five key questions:":1,"#Often, leaders mistake authenticity for staying in their comfort zones. Leadership situations that challenge a person’s sense of self, however, can be some of the most educational. It can feel uncomfortable to take charge in an unfamiliar role, sell your ideas to the organization, or handle negative feedback.":1,"#<em ljsid-0=\"\">Bricklayer to architect</em>. Organizational architects think in terms of systems and how those elements fit together.":1,"#How Managers Become Leaders":1,"#<em ljsid-0=\"\">Logic wobbles</em> can arise if others aren’t confident about a leader’s ideas.":1,"#Emotionally intelligent leaders use self-awareness to monitor their moods and self-management to change those moods for the better. With empathy, they can better understand their impact and act in ways that elevate others’ moods.":1,"#<strong ljsid-0=\"\">Michael D. Watkins</strong> is a professor of leadership and organizational change at IMD, a cofounder of Genesis Advisers, and the author of <em ljsid-2=\"\">The Six Disciplines of Strategic Thinking</em>.":1,"#By Hubert Joly":1,"#<em ljsid-0=\"\">People interactions</em>. This is a spectrum that ranges from highly independent to highly interdependent.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">T</strong></em><em ljsid-1=\"\">ransition tasks</em> across work roles.":1,"#You can use the four-stage <em ljsid-1=\"\">STEP</em> framework to ensure that teams use AI in positive and productive ways:":1,"#Taking a narrow view.":1,"#To maintain equilibrium within organizations, effective leaders embrace the paradoxes that demand “both/and” leadership. Examples include determining whether the organization is managing for today or tomorrow, whether the organization should adhere to boundaries or cross them, or whether the appropriate leadership imperative is to create value for shareholders or a broader set of stakeholders.":1,"#Begin with Trust":1,"#<strong ljsid-0=\"\">Jeremiah Lee</strong> leads a people and organizational analytics unit at Oliver Wyman. Formerly at Spencer Stuart, he and Jesse Price are cofounders of two culture-related businesses.":1,"#<strong ljsid-0=\"\">Amy C. Edmondson</strong> is the Novartis Professor of Leadership and Management at Harvard Business School. Her latest book is <em ljsid-2=\"\">Right Kind of </em><em ljsid-3=\"\">Wrong</em>.":1,"#<strong ljsid-0=\"\">Tiziana Casciaro</strong> is a professor of organizational behavior and HR management and holds the Marcel Desautels Chair in Integrative Thinking at the University of Toronto’s Rotman School of Management. She’s a coauthor of <em ljsid-2=\"\">Power, for All</em>.":1,"#Once you understand the type of culture your organization has, you can operate more effectively and drive better outcomes.":1,"#<em ljsid-0=\"\">Learning</em><em ljsid-1=\"\"> cultures</em> are characterized by exploration and creativity.":1,"#The Leader’s Guide to Corporate Culture":1,"#<em ljsid-0=\"\">Encourage people to ask the right questions</em>. To teach teams the art of inquiry, leaders must act as role models.":1,"#Breaking down silos is essential when delivering the integrated solutions that customers want. Yet, many leaders are unsure how to foster horizontal collaboration across organizational boundaries. Redesigning the organizational structure is one approach, but that’s usually costly and slow. A better solution is promoting cross-boundary learning. Four practices can help:":1,"#When it comes to leadership capital, trust is one of the most important considerations. <em ljsid-1=\"\">Empowerment leaders</em> create conditions that enable people to fully realize their capacity. The more trust that leaders have, the easier it is to practice this form of leadership.":1,"#As leaders strive for organizational viability, two tools available to them are strategy and culture. Unfortunately, culture is often challenging for leaders to manage. To model the impact of culture on an organization and assess alignment with strategy, employ a framework that classifies culture based on two dimensions:":1,"#It’s impossible to predict how employees will adapt to new technologies, and this is especially true of generative AI. One reason is that AI-enabled tools are designed to continuously change through learning. That means employees learn to use these solutions in new ways almost every time they engage with them.":1,"#Being seduced by the comfort zone of management.":1,"#Counting how many people report to each leader.":1,"#Friction in organizations can be good. For example, leaders may need to make complicated decisions without complete information or engage in creative work that’s messy and prone to failure. At the same time, many organizations suffer from bad friction stemming from unnecessary rules and processes that stifle productivity.":1,"#By Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman":1,"#By Daniel Goleman, Richard E. Boyatzis, and Annie McKee":1,"#<em ljsid-0=\"\">Broaden your employees’ vision</em>. It’s helpful to deliberately bring employees together from diverse groups and encourage them to interact with distant networks.":1,"#<em ljsid-0=\"\">Get people to see the world through others’ eyes</em>. Most people can appreciate others’ perspectives, but they may not be motivated to do so. To overcome this issue, leaders can organize cross-silo dialogues, as well as hire for curiosity and empathy.":1,"#By Michael D. Watkins":1,"#<strong ljsid-0=\"\">Andrea Titus</strong> is a consultant in human capital, Deloitte Australia, and a PhD candidate in organizational psychology at Macquarie University.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">E</strong></em><em ljsid-1=\"\">ducate employees</em> to use AI capabilities and acquire new skills.":1,"#Forgetting the human factor of crises.":1,"#<em ljsid-0=\"\">How do I get from here to there?</em> Devise an action plan to become who you want to be.":1,"#<em ljsid-0=\"\">Who am I now?</em> Strive to see your leadership style as others do.":1,"#Updated & Expanded":1,"#<em ljsid-0=\"\">Order cultures</em> emphasize respect, structure, and shared norms.":1,"#<em ljsid-0=\"\">Purpose cultures</em> value idealism and altruism.":1,"#<em ljsid-0=\"\">Cast member to lead role</em>. Leaders must become accustomed to being on “center stage” and under scrutiny.":1,"#<strong ljsid-0=\"\">Boris Groysberg</strong> is a professor of business administration in the organizational behavior unit at Harvard Business School and a faculty affiliate at the school’s Race, Gender & Equity Initiative. He’s the coauthor, with Colleen Ammerman, of <em ljsid-2=\"\">Glass Half-Broken</em>.":1,"#Effective leadership requires authenticity, as well as a diverse set of skills, ranging from building trust with others to developing organizational cultures, creating strategies that cross-functional teams execute, managing crises, and more. <strong ljsid-1=\"\">HBR’s 10 Must Reads on Leadership, Updated & Expanded</strong>, offers 13 curated articles and “quick reads” filled with insights and actionable tips related to these topics.":1,"#<strong ljsid-0=\"\">Ron Ashkenas</strong> is a coauthor of the <em ljsid-2=\"\">Harvard Business Review Leader’s Handbook</em> and a Partner Emeritus at Schaffer Consulting. His previous books include <em ljsid-4=\"\">The Boundaryless Organization, The GE Work-Out</em>, and <em ljsid-6=\"\">Simply Effectiv</em>e.":1,"#<em ljsid-0=\"\">Response to change</em>. In the face of change, some organizations emphasize stability, while others are receptive to new ways of operating.":1,"#By Paul Leonardi":1,"#Overcentralizing the response and trying to control everything.":1,"#Calculating the burdens associated with performance management.":1,"#<strong ljsid-0=\"\">Anne Morriss</strong> is an entrepreneur and the executive founder of the Leadership Consortium. She’s also a coauthor of <em ljsid-2=\"\">Move Fast and Fix Things</em> and <em ljsid-4=\"\">Unleashed</em>.":1,"#<strong ljsid-0=\"\">Marianne W. Lewis</strong> is dean of the University of Cincinnati’s Lindner School of Business and a professor of management. She formerly served as dean at Cass Business School in London. She’s coauthor of <em ljsid-2=\"\">Both/And Thinking</em>.":1,"#<strong ljsid-0=\"\">Sujin Jang</strong> is an assistant professor of organizational behavior at INSEAD. Her research focuses on global teams and the challenges of working across cultures.":1,"#<strong ljsid-0=\"\">J. </strong><strong ljsid-1=\"\">Yo</strong><strong ljsid-2=\"\">-Jud Cheng</strong> is an assistant professor of business administration in the Strategy, Ethics, and Entrepreneurship area at the University of Virginia Darden School of Business.":1,"#<strong ljsid-0=\"\">Juliet Bourke</strong> is a professor of practice in the School of Management and Governance, UNSW Business School in New South Wales. She’s the author of <em ljsid-2=\"\">Which Two Heads Are Better Than One?</em>":1,"#By Ron Ashkenas and Peter D. Moore":1,"#Keeping Sight of Your Company’s Long-Term Vision":1,"#An organizational crisis requires both leadership and management. In most cases, crises are overmanaged and underled. To avoid this, leaders must be cognizant of four common traps:":1},"version":205372}]