[{"_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(简体)","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":203121},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":203121},{"_id":"outdated","outdated":{"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Julie Winkle Giulioni</strong></a> has dedicated her career to workplace growth and development, partnering with organizations to help employees thrive. Co-author of two bestselling books on career development, she leads DesignArounds, a consultancy delivering award-winning programs to Fortune 500 companies. Named a Top 100 Leadership Speaker by <em ljsid-2=\"\"> Inc. Magazine</em>, Julie is a sought-after keynote presenter and writer, contributing to publications like <em ljsid-4=\"\"> The Economist </em> and <em ljsid-6=\"\"> Training Industry Magazine</em>.":1,"#So don't let time be a barrier to growth—the growth that your people want and that your organization needs. Find experiences that deliver development, and you will be amazed that people can find the time to grow.":1,"#Turning real work into development is likely your most efficient way to help people grow while simultaneously delivering important business results. All it takes is understanding your people's development priorities and aligning them with real-world opportunities, which you likely have more than enough of to go around.":1,"#You're busy too, and surely there are projects you've not found time to move forward on. So find an employee who's expressed an interest in supervision or leadership and assign them to lead a team and turn real work into development.":1,"#Do you have some forecasting or analysis work? Find an employee who wants and needs to expand their financial acumen and turn real work into development.":1,"#For example, are you burdened with too many cross-functional meetings? Identify an employee who wants to broaden their exposure to the organization and invite them to be your designee and turn real work into development.":1,"#For too long, learning and development have been defined exclusively in terms of events like workshops and classes—all important tools—but they use up a chunk of time. For development, to fit the cadence of today's workplace, we have to think in terms of experiences that are embedded in the workflow. Experiences that deliver both learning and business results efficiently all at the same time.":1,"#For too long, learning and development have been defined exclusively in terms of events like workshops and classes—all important tools—but they use up a chunk of time. For development, to fit the...":1,"#“I don't have the time.” How frequently have you heard or said that familiar refrain just today? We are all time-starved, but too often this becomes an excuse for not engaging in development. It's actually when we're busiest that we may need to learn new skills and build new competencies. And even when people are completely maxed out, development is still possible if we approach it a little differently.":1,"#168 Results found for <span ljsid-1=\"\">\"Time Management\"</span>":1,"#Fighting it out on price is difficult. Making a genuine connection with customers will bond them to you.":1,"#Is Your Customer Service Human Enough?":1,"#The article focuses on the aspects on how to establish quality customer service and treatment. Topics discussed include the roles of the managers in developing and promoting policies which morally and ethically affect customers and clients, the advantages of excellent customer service on creating positive image of the company, and several ways to promote quality services such as keeping things simple, maximizing contact, and listening to customers through feedback.":1,"#How To Treat Customers Right":1,"#In order to accomplish common goals, today’s businesspeople are required to form partnerships with both colleagues and competitors. According to Gordon Curtis, identifying and engaging the right people – those who possess key information or capital – is far more effective than amassing hundreds of contacts in a virtual network. In Well Connected, Curtis provides the Right Person-Right Approach method to help networkers determine clear objectives, identify the crucial individuals who can assist in accomplishing them, and gain their support using progressive reciprocity. Networkers who apply the Right Person-Right Approach method benefit from a framework for fulfilling their business and career goals while also gaining clarity in articulating their objectives, control over their individual processes, and the confidence they needed to attain success.":1,"#Well Connected":1,"#The article presents several myths related to business networking including effectiveness of business networking increases with networking activities, cocktails and miniature wiener circuit creates success and networking is all about getting more people to know about a particular business. It states that business networking can become effective in one or two meetings. It mentions that networking is all about getting people who share opportunities in the business.":1,"#Work Your Network":1,"#Executives and sales representatives need the help of others to grow their businesses and achieve success. Co-workers, employees, and clients are vital parts of most enterprises, but very often executives and sales representatives lack the communications and networking skills that help them make contacts and win referrals, or get the most out of the people with whom they work. In The Connectors, author and marketing consultant Maribeth Kuzmeski explores many strategies and techniques executives and sales representatives can employ to form bonds with people that can lead to profitable long-term business relationships. As Kuzmeski writes, “Those who are able to create bonds, engage others, and develop impactful business relationships have—and will—open doors that create a visible path to success.”":1,"#Maribeth Kuzmeski":1,"#The Connectors":1,"#Too often, modern businesses place outsized attention on the role of leaders in accomplishing goals, often viewing followers as failed leaders. In Amplifiers, management consultant Tom Finegan advocates for the recognition and development of amplifiers, workers embodying the best traits of followership and leadership who improve the performance of those around them, and improvements to talent scouting efforts that often overlook high potential individuals.":1,"#Amplifiers":1,"#Advises that employers interested in hiring neurodivergent workers should review job descriptions and interview processes to make sure they are inclusive and welcoming to candidates with disabilities.":1,"#Including Neurodivergent Workers: Job Descriptions and Interviewing":1,"#Chip R. Bell, John R. Patterson":1,"#Wired and Dangerous":1,"#435 Results found for <span ljsid-1=\"\">\"Wiring diagrams\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Chevrolet Tornado 2020\"</span>":1,"#Uncertainty has become a dominant theme in the world. Adaptability is the key to turning uncertainty into opportunity. In HBR’s 10 Must Reads 2024, experts from Harvard Business Review reflect on some of the most profound changes the business world is currently experiencing and how those changes might affect your company. They also share insights on how new approaches to change can help you bring greater value to your organization and prepare for any uncertainties that lie ahead.":1,"#HBR's 10 Must Reads 2024":1,"#399 Results found for <span ljsid-1=\"\">\"Chevrolet Tornado 2020\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"tornado 2020\"</span>":1,"#HOW WE'LL BUILD MIKI AGRAWAL, founder and CCO/ Tushy 1/ Keep the conversation going. THERE WEREN'T MANY good things about the Great Toilet Paper Shortage of 2020, but to Miki Agrawal, there was one upside: Americans were embracing the bidet. Agrawal is the founder of Tushy, a bidet attachment company launched in 2014.":1,"#5 Lessons from Pandemic-Proof Businesses":1,"#In the wake of the COVID-19 pandemic, organizations around the globe experienced financial crises, supply-chain disruptions, and difficulty in providing for employees. In The Great Lockdown, Shivaji Das, Aroop Zutshi, and Janesh Janardhanan present the accounts of 15 organizational approaches to the pandemic, detailing their immediate responses, adaptations to lockdown disruptions, and preparation for the inevitability of future catastrophes.":1,"#The Great Lockdown":1,"#The article focuses on how COVID-19's Impact on 2021 Content Marketing Strategy. It mentions that the COVID-19 has meant a sudden shift away from blatantly overt promotion and a pivot toward thoughtful, helpful, and safety-related messaging that resonates with consumers who are feeling the pinch; and the views of Jason Akatiff, co-founder of Boundery, on it.":1,"#COVID-19's Impact on 2021 Content Marketing Strategy":1,"#The coronavirus, now officially a pandemic,is leading to events being canceled or postponed well into the summer months because of travel and crowd risks, the latterbeing labeled \"congregate settings\", in the official diction of the Center for Disease Control and Prevention. \"In light of the current situation with COVID-19, Fair Trade Campaigns is quickly pivoting to deliver its conference as its first,fully online virtual conference this year,to ensure the health and well-being of all speakers and attendees\", read the press statement.":1,"#The Show Must Go On: Conferences Go Digital in Light of Coronavirus":1,"#The article reports on the number of new businesses begun during the COVID-19 pandemic. It mentions the number of unemployed who have started new businesses influenced by the pandemic, how these businesses often represent a new career, and how the internet economy has helped the businesses grow.":1,"#Maneet Ahuja":1,"#COVID's Entrepreneur Explosion":1,"#Think back just one year ago. No one could have predicted such a radical transformation between then and now—not only in how we work and the way business is done, but rather the whole of our lives. COVID-19 instantly ushered the global workforce into the future of work, and organizational leadership has been tested in unprecedented ways.":1,"#Disruption as Opportunity":1,"#In Taming the Risk Hurricane, David Hillson uses the extended analogy of a hurricane to illustrate how a leader can predict, prepare for, and recover from a major business disruption by changing their risk mindset. He offers powerful analytical tools to help identify vulnerabilities, plan mitigation actions, and implement plans in a timely manner to give companies a competitive advantage to move forward after a major business disruption. Risk leaders can change their corporate risk mindset to an attitude of flexibility and resilience that positions the company to thrive once the disruptive event is over.":1,"#Taming the Risk Hurricane":1,"#In Managing Organisations During the COVID-19 Vortex, executives, economists, psychologists, and thought leaders from South Africa share articles that can help global organizational leaders navigate their businesses through the COVID-19 crisis. These articles can help you make sense of the chaos, find effective approaches for working through the current complexities, and make strategic decisions that will allow you to lead your teams through this volatile time.":1,"#Managing Organisations During the COVID-19 Vortex":1,"#The Sydney to Hobart Race is a grueling offshore ocean sailing race that is held each December in Australia. Under ordinary circumstances, the race is very difficult. However, in 1998 an unexpectedly strong storm hit shortly after the race began. Six people perished and numerous boats were damaged or sunk. It spawned the largest search and rescue operation in Australia’s history. A small boat called the AFR Midnight Rambler sailed through the storm and won the race. In Into the Storm, Dennis Perkins recounts the 1998 race and discusses how the extraordinary teamwork displayed by the Rambler’s crew can be applied to the world of business.":1,"#Jillian B. Murphy, Dennis Perkins":1,"#Into the Storm":1,"#393 Results found for <span ljsid-1=\"\">\"tornado 2020\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"chilton\"</span>":1,"#438 Results found for <span ljsid-1=\"\">\"chilton\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"blackwater chilton\"</span>":1,"#With $14 million in fresh funding, a deal with Gallo and shelf space at major retailers, L.A.-based Bev aims to crack the growing market's big leagues.":1,"#The international protests that followed Black Lives Matter demonstrations in the United States in 2020 evidenced the extent to which White privilege has been embedded in norms and practices observed worldwide. In Dismantling Global White Privilege, Chandran Nair argues that the key to understanding White privilege lies in understanding the mechanisms and ideological assumptions Western powers impose within their borders and across the globe to maintain cultural and economic dominance.":1,"#Dismantling Global White Privilege":1,"#The digital world is rapidly changing, but quality content can help promote any organization and help it better engage with its intended audience. In Confident Digital Content, Adam Waters identifies the strengths of digital content production as well as its many challenges, pitfalls, and rewards.":1,"#In Swim!, former NBA player Walter Bond argues that the best leaders are those with integrity who put people before profit. In relating the story of a humble CEO named Scotty and his friend Paul, Bond asserts that there are three types of people in business: sharks, suckerfish, and parasites. To become successful in both their business and personal lives, leaders must adopt the Sacred Six characteristics of sharks.":1,"#Walter Bond":1,"#Swim!":1,"#When Deepwater Horizon, a massive oil-drilling rig leased by BP, exploded in April 2010, it killed 11 people and released more than 200 billion gallons of oil into the Gulf of Mexico. The ecological disaster was exacerbated when BP had difficulty stopping the flow of oil and was slow to clean up the mess. William R. Freudenburg and Robert Gramling use the incident as a launching pad to explain its causes, tell the history of the oil industry, detail many of BP’s past infractions, and discuss more than a century of political policy and corruption. Blowout in the Gulf aims to stimulate a demand for change in political policies that currently favor the oil industry and oil dependence, and to encourage Americans to reduce their consumption of petroleum products and services.":1,"#William Freudenburg, Robert Gramling":1,"#Blowout in the Gulf":1,"#Robert Rowling set out to diversify the family fortune into hospitality. He never dreamt of owning 26 golf courses.":1,"#On the night of April 20, 2010, BP’s Mobile Offshore Drilling Unit (MODU) the Deepwater Horizon exploded, killing 11 people and injuring dozens more. For the next 87 days, millions of barrels of oil from the Macondo well poured into the Gulf of Mexico as BP worked frantically to plug the well. The spill has resulted in incalculable damage to the fragile Gulf marshlands as well as the shrimping and fishing industry. In In Too Deep, Stanley Reed and Alison Fitzgerald examine how the culture of BP contributed to the disaster and posit that the damage to BP might be long-lasting or even permanent.":1,"#In Too Deep":1,"#434 Results found for <span ljsid-1=\"\">\"blackwater chilton\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"diagramas automotrizes\"</span>":1,"#Rob Cross, Robert J. Thomas":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,"#Jeffrey K. Liker":1,"#The Toyota Way":1,"#Drafting is an aerodynamic phenomenon discovered by stock car drivers in the 1950s. This action causes two cars that are moving very close together to achieve higher speeds than would be possible individually due to a reduction in air resistance and drag. In Breaking the Trust Barrier, former Air Force Thunderbird commander JV Venable explains how units in an organization can be brought closer together through drafting to attain high-performance in business.":1,"#John Venable":1,"#Breaking the Trust Barrier":1,"#426 Results found for <span ljsid-1=\"\">\"diagramas automotrizes\"</span>":1,"#Richard Nieva, Anna Tong":1,"#Palau":1,"#Lesotho":1,"#Equatorial Guinea":1,"#Bermuda":1,"#Robert G. Hagstrom":1,"#Data-Driven HR 2e":1,"#Shigehiro Oishi":1,"#Psychological safety is a belief that you will not be made to feel bad about yourself for speaking up, and it is mission critical in a complex, uncertain interdependent work environment. As a manager, you can create an environment of psychological safety on your team by following Thinkers 50 member Amy Edmondson's 3-step process.":1,"#Creating psychologically safe workplaces is a must in today's world. It's vital that employees feel as though they're able to express their questions, concerns, or ideas without fear of punishment or humiliation. Create a culture of psychological safety and watch your team flourish and shine.":1,"#Creating Psychological Safety":1,"#You are currently logged in as 1761576655@wtwengage.com":1,"#corporate-wellness-programs-healthy-or-hokey":1,"#©Time Inc., 2017. All rights reserved. No part of this material may be duplicated or redisseminated without permission.":1,"#Year after year, Cummins's health...":1,"#by Erika Fry":1,"#Clicking this link will redirect to relevant products for the Publisher Fortune.":1,"#Clicking this link will redirect to relevant products for the Author Erika Fry.":1,"#Erika Fry":1,"#Corporate Wellness Programs: Healthy ... or Hokey?":1,"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes":1,"#You are signed in as <var signed_in_as=\"\"></var>":1,"#How to Create Psychological Safety on Your Team":1,"#The government bailout of General Motors (GM) was pivotal in stopping the bleeding from the 2008 financial crisis that caused the collapse of big banks and hurt corporate America and the people who worked for those corporations. If GM did not make a comeback, the symbol of a country that “makes things” would be dead, said President Obama when he announced that the government would save GM by providing it with $50 billion in capital and taking over a significant stake of its ownership. In American Turnaround, Ed Whitacre, who was asked by the White House to become GM chairman and later became its CEO, outlines the problems that led to GM’s faltering and its journey to pick itself up. Whitacre also details his own journey, which offers insight into why he was the right choice to save GM.":1,"#American Turnaround":1,"#Extreme Toyota":1,"#In Quirky, Melissa A. Schilling shares her research on eight breakthrough innovators of the modern era and how their capabilities, personalities, and motives helped set them apart from their peers. By studying innovative thinkers like Albert Einstein, Nikola Tesla, and Elon Musk, Schilling has identified qualities that are distinctive and inspiring. Leaders can apply many of Schilling’s findings as they work on fostering creativity and inspiring the innovative potential that exists within their own workplaces to achieve lofty goals.":1,"#Quirky":1,"#Confident Digital Content":1,"#Managers must set goals for themselves and their team members. Jo Owen presents 5 steps you can employ to set goals that work.":1,"#How to Set Goals That Work":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Jeffrey Pfeffer</a></strong> is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. A 2015 Thinkers50 member, Jeffrey is the coauthor of over 15 business books, and he has written for the <em ljsid-2=\"\">Harvard Business </em><em ljsid-3=\"\">Review</em>, Fortune.com, BNET, the<em ljsid-5=\"\"> Washington Post</em>, and BloombergBusinessWeek.com.":1,"#So, if you fix—build—a culture of action, you drive fear out of your organization, and you fix your measurement problems, you will probably be better able to turn your knowledge into action.":1,"#Third source of the knowing-doing gap is measurement. We often measure costs, not revenues. So therefore, we overemphasize cost-cutting as opposed to growing revenues. And so one of the things that we need to do, therefore, is build measures that focus on things that matter, not on things that are easy to collect through the accounting systems. And also, you need fewer measures. The wisdom of Otis Redding sitting by the dock of the bay, \"can't do what 10 people tell me to, so I guess I'll remain the same.\" You need a few key measures that measure the things that actually drive performance.":1,"#The second source of the knowing-doing gap is fear. People are afraid to do what they know they ought to do because they're afraid for their job. Damming the quality guru's first principle, drive fear out of the organization. So, one of the best ways to drive fear out of the organization is to have CEOs who admit what they don't know and are willing to admit their mistakes.":1,"#Now, the way we overcome it, is that we identify what the causes of the knowing-doing gap are and address each one of those causes. So, one of the causes of the knowing-doing gap is that we let talk substitute for action. So, the way you overcome that is you build a culture that values action. So, IDEO Product Development's founder, David Kelley, says, \"Enlightened trial and error outperforms the planning of flawless intellects.\" So, you build a culture of action.":1,"#The knowing-doing gap applies to both people and to companies. The knowing-doing gap is: We know what to do, but we often don't do it. At the personal level, we know what we ought to eat, and we know we ought to exercise, but we don't do it. At the company level, we may know, inside an organization we have lots of experience, lots of wisdom, lots of understanding of what we ought to be doing; we understand we may be needing to invest in employee training, but we don't do it; we may know we need to spend more time in selection so we get the right people into the organization, and we don't do it. So, this is just a simple gap between what we know and what we do.":1,"#In Think Fast!, Guy A. Hale introduces a new method to learn how to make decisions quickly and accurately without becoming overwhelmed by the many potential pitfalls and headaches of the lightning-paced modern world. By stopping to assess the situation, evaluating priorities, laying out plans, and learning what questions to ask in which situations, it is possible for those with even the most chaotic lifestyles to adapt to a calm, organized system of thinking and decision-making.":1,"#Think Fast!":1,"#Senior leaders often have difficulty obtaining honest opinions and feedback from their people. Allan Cohen provides practical, concrete tips on how you can generate candid discussion among people from all levels of your organization.":1,"#Get Insight at All Levels to Drive Performance":1,"#Today’s economy is changing rapidly: Globalization is fueling competition, automation is making work less routine, and innovations in telecommunication are magnifying the impacts of individual knowledge. The best way to succeed in this new world of work is to become a dynamic learner. In Never Stop Learning, Bradley R. Staats helps people identify the bad habits that inhibit their learning and embrace proven approaches that will help them learn and grow. He encourages people to play to their strengths, value failure, and embrace a process focus while providing actionable steps that will help them to continuously boost their knowledge.":1,"#Never Stop Learning":1,"#Often, people spend their time and energy pursuing goals that are not integral to the organization. Sue Powell explains how leaders can use the GROW model to help their people clarify a specific goal and connect to it.":1,"#How to Use the Grow Model for Goal Setting and Coaching":1,"#Technology breakthroughs are changing how people share, connect, market, invest, and more. Leaders in all fields can capitalize on these breakthroughs by building on what’s useful, guarding against what threatens, and pivoting to prepare for any idea that can transform their markets. In The Year in Tech 2021 presented by Harvard Business Review Press, 21 industry thought leaders share research, strategies, and ideas that other leaders can use right away to address these emerging changes and prepare for what’s to come.":1,"#The Year in Tech 2021":1,"#Nicklas Bergman":1,"#Navigating the Tech Storm":1,"#Technological breakthroughs, such as the mechanization of textile factories, the introduction of mass production, and the advent of the information age, have transformed the modern world of work and fueled a progression in society. New waves of technology are about to take hold, and it’s critical for leaders to prepare. In Navigating the Tech Storm, Nicklas Bergman provides a roadmap that leaders can use to assess trending technologies, think critically about their impacts, and plan for their adaption and adoption to stay competitive through change.":1,"#Connected Strategy":1,"#Thanks to today’s groundbreaking technologies, companies have the opportunity to gather more data about their customers than ever. In Connected Strategy, Nicolaj Siggelkow and Christian Terwiesch argue that by redesigning your company’s business model to harness this data, you become capable of both learning what your customers’ needs are and building deep, continuous relationships with them. Ultimately, gaining an in-depth understanding of your customers’ needs can lead to improved customer satisfaction, operational efficiencies, and profitability.":1,"#Nicolaj Siggelkow, Christian Terwiesch":1,"#Technologies are constantly evolving, so it’s no surprise that organizations worldwide are embracing digital transformation as a way to enhance their competitiveness. Unfortunately, these digital and AI transformation journeys are often difficult. In Rewired, Eric Lamarre, Kate Smaje, and Rodney Zemmel offer best practices and actionable advice for launching a successful digital transformation based on McKinsey & Company’s experiences with client organizations.":1,"#Rewired":1,"#The article offers steps in integrating a Network-Oriented Workforce for personal and career development plan in an organization. Topics discussed include claiming networking identity, taking networking skills seriously, and capitalizing on ChoicePoint. It is suggested that the network helps build trust-based relationships that create additional value for the organization.":1,"#ANDRÉ ALPHONSO, WILL KITCHEN, Lynne Waymon":1,"#Internal Networking":1,"#STEPHANIE SCHOMER, Frances Dodds, Jessica Thomas":1,"#Shivaji Das, Janesh Janardhanan, Aroop Zutshi":1,"#Greg Lewis, Gordon S. Curtis":1,"#Source: KR Publishing":1,"#IT WAS THIS sort of overreach that inspired Shurney and Cummins executives to think twice about their approach to health and wellness.":1,"#And after a yearlong research effort, the company is slowly rolling out a new program to Cummins employees and their families. The aim is to change lifestyles through better management of seven factors—physical activity, sleep, nutrition, stress reduction, substance abuse, water, and sunshine—and Shurney has put together what he calls \"a continuum\" of services to address this goal.":1,"#But Al Lewis, the industry's most vocal critic—he's also an industry defector who now runs an \"employee health literacy\" company called Quizzify—says they're an utter waste of money. And worse: potentially harmful. He's not bothered by \"wellness done for employees\"—gym reimbursements, healthy snacks around the office—but rather what he calls \"wellness done to employees.\" He includes in that category weight-loss requirements (or resulting penalties) imposed on workers and annual biometric screenings that flout standard guidelines.":1,"#While enthusiastic in their uptake of such programs, however, corporations have generally been content to outsource them—and then pay little attention—to an assortment of vendors and consultants. And that's where the promise of a head-turning return on investment meets a less handsome reality.":1,"#Meanwhile, whether wellness programs actually work—either by significantly improving health outcomes or by reducing health care costs—has become a subject of surprisingly fierce and unresolved debate. Though the industry has churned out plenty of data in its support, the most credible research—including a federally commissioned Rand report from 2013—suggests mixed, if not ambiguous, results.":1,"#Linebarger challenged the team to approach the organization's health with the same rigor and Six Sigma precision that Cummins applied to its engines—pushing them to get to the root causes of the company's exploding health care costs.":1,"#Ron Goetzel, a senior scientist at Johns Hopkins Bloomberg School of Public Health and a vice president at IBM Watson Health, believes well-designed, properly implemented, and rigorously evaluated wellness programs can make a difference. (Culture and strategic communications are key.)":1,"#He joined the company in 2013 after being approached by CEO Tom Linebarger with a puzzle and the desire to try something new. For years Cummins had preached the gospel of \"wellness\" to its 55,000 employees. Workers were encouraged to complete health risk assessments and undergo biometric screenings; they could rack up points and earn discounts on their insurance premiums by logging physical activity and attending health-related lunches. There was just one problem. It didn't seem to make a difference.":1,"#DEXTER SHURNEY, chief medical director at Cummins, an Indiana-based engine company, was hired to reinvent the wheel.":1,"#But Lewis and others contend that these frequent screenings are superfluous and expensive and can lead to false positives and overtreatment. The state of Nebraska was criticized, for instance, for encouraging all its employees to undergo a colonoscopy. (The U.S. Preventive Services Task Force, as a rule, recommends the screening procedure only for those over age 50.)":1,"#Wellness programs, in fact, have morphed into hydra-headed beasts of \"well-being\"—with corporations relying on vendors not just to promote exercise, but also to help employees attain mental, emotional, spiritual, and even financial health. (In Fidelity's 2016 Employer-Sponsored Health and Wellbeing Survey, 76% of 128 large employers reported having a \"financial security\" component.)":1,"#It's a tantalizing promise, and over the past decade businesses large and small have rushed to cash in. Part of the push, of course, has come from a big, swinging stick: soaring employer health care costs. But part has come from a carrot too: The Affordable Care Act allows employers to tie up to 30% of a worker's insurance premium (or 50% in the case of smokers) to health outcomes such as weight loss and smoking cessation achieved in wellness programs. (In other words, employees who don't meet health goals pay more.)":1,"#Employee attitudes toward this workplace movement are often more complicated than those of employers. Some are wary of sharing health data; others are busy or overworked and resent the added burden—it's just another thing they have to do. For these reasons and others, employee participation in corporate wellness programs—even when they're paid for it—is pretty low. Engagement ranged, for example, from 10% (life coaches) to 53% (completing a basic health questionnaire) in the Fidelity survey.":1,"#Indeed, in some cases, such wellness initiatives seem to be piling on both employer and employee expenditures. As health care costs have continued to climb, many companies have simply doubled down, signing up for increasingly sophisticated and robust wellness add-ons. Incentives for employees to participate now average $651 per year, according to one industry estimate, as workers are offered a bevy of new self-improvement services.":1,"#EMPLOYEE WELLNESS programs have long been billed as something of a magic bullet—a low-cost means to a happier, healthier, more present, more productive workforce: a win-win-win-win. (There are also studies out there—albeit controversial ones—that suggest that the workplaces with the best wellness programs significantly outperform the stock market.)":1,"#Companies spend billions of dollars getting employees to do everything from lose weight to practice mindfulness--but does it really make workers much healthier?":1,"#On the plus side, such assessments allow employees to become acquainted with their own health risks (high cholesterol, elevated blood sugar), and they establish a baseline that makes it possible for them to track their progress toward meeting health goals over time.":1,"#Year after year, Cummins's health care costs continued to rise. So did the prevalence of disease at the company. Its largely Midwestern workforce suffered from problems typical of an aging population—obesity and related chronic conditions—and its long-running efforts to promote wellness hadn't changed that. \"We're paying a lot for this stuff,\" Shurney says, but he couldn't help wondering, \"What are we getting?\"":1,"#Shurney says Cummins is on track to reverse Type 2 diabetes in 10% of identified employee patients this year. And given that drugs are the fastest-rising cost in the system, that wellness investment may just pay off for the company after all.":1,"#In his research, Shurney discovered that employees know far less about these things than they think they do—for instance, few understand the relationship between sleep and obesity or realize that chicken has far more cholesterol than peanut butter—and he worked with the American College of Preventive Medicine to develop a curriculum for them. That education happens in the company's clinics, but it has proved especially potent in Cummins's Comprehensive Health Improvement Plans—intensive, seven-week lifestyle-training programs in which employees have seen dramatic reductions in weight and cholesterol levels.":1,"#While one can certainly point to success stories—Johnson & Johnson touts big savings from its 38-year investment in employee wellness—low participation, along with the diversity of programs and the generally squishy science of \"wellness,\" has made calculating the industry's average ROI and general effectiveness challenging and contentious.":1,"#The result is that workplace wellness programs are now practically universal in corporate America—a fixture of modern work culture as familiar as the on-site cafeteria or the 401(k) plan. And the wellness industry behind them has created an $8 billion industry.":1,"#Shurney knew health was \"produced\" between doctor's visits, but how best to nurture it among Cummins's global employees was something he spent the next year, steeped in research and consultation with experts, trying to figure out. The result is hard to describe—and it's a work in progress, he stresses—but it seems that he's edging closer to what has become something of a holy grail in his line of work: a wellness program that actually moves the needle.":1,"#In Wired and Dangerous, Chip R. Bell and John R. Patterson assert that customer service is in a transition phase between the age of technology and the age of the customer. Today’s customers are different because they get outstanding service from some providers (like Zappos) and use that as a benchmark; they have more undifferentiated choices, so they are turning to the service experience as a differentiator; and they are smarter. With the Internet, customers come to purchase decisions well informed. When they are disgruntled, they can instantly complain to thousands of others through social media. The old rules of customer service no longer apply with these customers. Service providers today need to deliver fast, easy service, while ensuring that customers are treated like respected partners.":1,"#Donald Summers":1,"#Natal Dank":1,"#Gala Jackson":1,"#Courage, Clarity, and Confidence":1,"#In Team, David Allen and Edward Lamont adapt Allen’s best-selling book, Getting Things Done, from individual performance to teamwork and performing work alongside others. While the authors set out to create a standalone piece, readers may wish to read Getting Things Done first, as topics described in that book are referenced often. Still, most readers will infer what the various concepts mean and find applicable and actionable steps they can take, both as leaders and team members, to level up their team’s performance and truly get things done.":1,"#David Allen, Edward Lamont":1,"#After two years of social distancing, adjusting to remote work, and navigating worsening social, political, and economic climates, many leaders are looking to the future with hope. They—and the companies they serve—are adapting to our new normal but need some inspiration to thrive in the year to come. In HBR’s 10 Must Reads 2022 from Harvard Business Review Press, over 20 contributors explore matters as they stand today, offer new perspectives, and share strategies that can prepare us all for what’s next.":1,"#HBR's 10 Must Reads 2022":1,"#In 2021, companies face numerous challenges ranging from adoption of technologies like artificial intelligence to global concerns like climate change, the COVID-19 pandemic, and equity for all employees. HBR’s 10 Must Reads 2021 from Harvard Business Review Press offers a curated selection of the most relevant and formative articles that can help business leaders view these issues with a new lens, learn about best practices, and succeed in the coming year.":1,"#HBR's 10 Must Reads 2021":1,"#Each year, Harvard Business Review Press editors pour through 12 months of articles and select the 10 most powerful, persuasive, and informative bodies of work. In HBR’s 10 Must Reads 2020, they chose articles from 22 of the foremost minds in business whose research and ideas challenge long-held truths about strategy, operations, and management. Their ideas can help leaders spot areas of complacency in their work, make critical new connections, and embrace the mindsets they need to learn, grow, innovate, and thrive in the year ahead.":1,"#HBR's 10 Must Reads 2020":1,"#Showing your employees how much you appreciate them can lead to greater motivation, productivity, and retention. Learn how to provide more meaningful recognition and make your \"thanks\" really matter.":1,"#Providing Meaningful Recognition":1,"#Anyone can set a goal, but it takes careful planning and steadfast commitment to set an achievable one. With these daily practices, you can achieve any goal you put your mind to.":1,"#Setting Goals":1,"#Guy A. Hale":1,"#In order for your employees to feel engaged and productive, they must first feel safe. Create an environment where all your employees feel welcome, heard, and like they belong.":1,"#Creating a Culture of Belonging":1,"#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,"#Ed Whitacre, With Leslie Cauley":1,"#Alison Fitzgerald, Stanley Reed":1,"#Kate Smaje, Rodney Zemmel, Eric Lamarre":1,"#Sally Lorimer, Arun Shastri, Prabhakant Sinha":1,"#Jim VandeHei":1,"#Alison Taylor":1,"#Develop a learning mindset to become the best version of yourself, both professionally and personally.":1,"#Developing a Learning Mindset":1,"#After bringing auto manufacturer Nissan back from the brink of bankruptcy, Carlos Ghosn was viewed for many years as a rock star in Japan and around the world. In 2018, however, everything changed when the Japanese government arrested Ghosn for alleged financial wrongdoing. In Collision Course, Hans Greimel and William Sposato explore Ghosn’s career in the automobile industry and the cultural issues that played a role in his downfall.":1,"#Hans Greimel and William Sposato":1,"#The knowing-doing gap applies to both people and to companies. The knowing-doing gap is: We know what to do, but we often don't do it. At the personal level, we know what we ought to eat, and we know we ought to exercise, but we don't do it. At the company level, we may know, inside an organization we have lots of experience, lots of wisdom, lots of understanding of what we ought to be doing; we understand we may be needing to invest in employee training, but we don't do it; we may know we need to spend more...":1,"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)":1,"#Source: WWD: Women's Wear Daily":1,"#<var num-hours=\"\"></var> hours ago":1,"#In Action-First Learning, Karl M. Kapp advocates for a change in the way businesses teach. Most often, traditional, passive-learning experiences are used for instruction, but people learn best when they’re active, interested, and immersed in the learning process. In understanding Kapp’s insights into the fundamentals of action-first learning, you can create learning experiences that engage teams early in the learning process, encourage practice and reflection, and build tangible results.":1,"#Action-First Learning":1,"#I’m in! Sign up to receive weekly personalized content emails":1,"#Over the past decade, U.S. Latinos—now 18.5 percent of the population and 17 percent of workers—have made incredible gains in education, homeownership, and as entrepreneurs. However, corporate America has yet to realize that Latinos are the present and future of U.S. life. In Auténtico, Dr. Robert Rodriguez and Andrés T. Tapia provide insights and strategies to help organizations overcome the “five percent shame” as well as a leadership framework for Latino and Latina professionals that addresses the challenges Hispanic leaders face and demonstrates how Latino cultural identity can be a unique asset.":1,"#Do It":1,"#Collision Course":1,"#Customize Your Choices":1,"#Robert D. Ramsey":1,"#Few Kentucky Bourbon brands are as storied as Pappy Van Winkle, the barrel-aged, small-production run whiskey starting at $120 a bottle and soaring to $5,000 or more on collector sites. Just as rare are company caretakers who are beloved by their community, protective of their brand’s heritage, and humble about their journeys. In Pappyland, acclaimed author and journalist Wright Thompson tells the story of Julian Van Winkle III and the steps he’s taken to save his family’s bourbon legacy. By spending time with the popular figurehead, Thompson finds surprising similarities between Julian’s story and his own. He shares insights he’s gained about embodying a legacy, knowing and honoring your roots, and valuing your craft, all while living according to your values.":1,"#Driving Results Through Social Networks explores business applications of network analysis and offers a unique set of insights into ways that network analysis can be used as a strategic tool to generate value through alignment, execution, and adaptation. A key concept used throughout the book is organizational network analysis or ONA. ONA enables leaders to identify areas where collaboration thrives and to monitor critical points of value creation. Most leaders still rely too heavily on formal structures when designing their organizations and implementing strategy. However, formal organizational changes do not shift the underlying networks. Combining culture surveys with ONA can help leaders drive alignment by working through key culture carriers, correcting cultural fragmentation in networks, and identifying values that have become overly dominant.":1,"#The Strategic Side Gig":1,"#In Just the Good Stuff, Jim VandeHei shares 70 lessons he’s learned as he turned around his “unremarkable, underachieving, and unimpressive” life and constructed greatness. Through these lessons, you’ll be inspired to find and pursue your passion, surround yourself with people you want to emulate, live by the values that matter to you, practice habits and hacks that will level up your game, enjoy the small victories in life, and make the most of your present.":1,"#Just the Good Stuff":1,"#The simple advice leadership expert Brian Tracy offers to anyone who wants to be successful is, “Write down your goals, make plans to achieve them, and work on your plans every single day.” In the third edition of Goals!, Tracy expands on this advice by sharing a proven framework, process, and easy-to-follow methods for accomplishing your goals faster than you ever thought possible.":1,"#Goals! Third Edition":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Frances Frei, Anne Morriss":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Murli Thirumale":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Behnam Tabrizi":1,"#Clicking this link will redirect to relevant products for the Speaker Jeffrey Pfeffer.":1,"#Making meaningful change often requires more than just good intentions. Paul Barbour shares three essential elements that support lasting behavioral change, both personally and professionally.":1,"#How to Bring About Behavioral Change in Yourself and Others":1,"#Balance denotes a scale, an if and or. Work and life should not, however, be in competition with each other. As Stephen “Shed” Shedletzky explains, work and life should integrate and be in harmony.":1,"#How to Achieve Work-Life Harmony":1,"#Verne Harnish":1,"#by Jeffrey Pfeffer":1,"#Kendra Adachi":1,"#Clicking this link will redirect to relevant products for the Speaker Julie Winkle Giulioni.":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> David Nurse":1,"#Sahil Bloom":1,"#The Soccer of Success":1,"#Professional soccer has an elite level of discipline, drive, and persistence that we can learn from to grow our passions, businesses, and selves. In The Soccer of Success, Ciarán McArdle outlines how the strategies, values, and lifestyles of successful soccer players can help you achieve your goals. With over 20 years of soccer management experience, McArdle knows the mindset that drives success for business leaders and professional athletes. By practicing discipline, building strength incrementally, and holding yourself accountable to your aspirations, you can reach the top of your game with the perseverance of a world-class athlete.":1,"#I Don't Just Work Here":1,"#The workplace of today isn’t your parents’ workplace. In I Don’t Just Work Here, professors Felicia Joy and Elena Grotto use case scenarios, research, and direct experience to teach leaders how to expand their skill set and effectively navigate the new expectations and demands of today’s workplace culture. By applying seven skills and related frameworks, leaders of all levels can create an environment where not only a better product is developed, but where people are supported in becoming and preserving their better selves.":1,"#Elena Grotto, Felicia Joy":1,"#The article focuses on the challenges companies face in driving innovation despite efforts to foster creativity, due to the brain's inherent negativity bias. Topics include the limitations of traditional solutions like brainstorming and external hires, how the brain's natural resistance to new ideas hinders progress, and the concept of a \"GPS system\" to rewire the brain for better problem-solving and creativity.":1,"#Source: Achieve - Celebrating ABWA's Women in Business":1,"#The Visionary's Map":1,"#Source: Sales & Service Excellence Essentials":1,"#by Julie Winkle Giulioni":1,"#The article emphasizes the importance of language and communication for supervisors and managers in shaping perceptions about their job, company, and leadership. It advises against publicly expressing negative sentiments about the workplace, as this can undermine credibility and loyalty, and foster discontent among employees. The piece also discusses the impact of metaphors in communication, suggesting that supervisors should choose their language carefully to align with the organization's culture and values, opting for unifying vocabulary that promotes teamwork and collaboration. Ultimately, the article advocates for mindful communication as a key component of effective leadership.":1,"#Watch How You Talk About Your Job":1,"#Kendra Adachi’s empathetic yet straight-to-the-point approach to time management for women is refreshing. In The PLAN, Adachi explains why classic time management advice doesn’t work for most women and shares strategies you can layer in to feel more purposeful, productive, and proactive when taking on your day. The book is best read a bit at a time, allowing you the opportunity to digest, implement, and adapt a given strategy to your own situation before taking on other steps and strategies. As you read, you may come away with a radical new way to manage your time or simple “aha” moments that will help you feel more in control.":1,"#The PLAN":1,"#<span ljsid-0=\"\">Video</span> <span ljsid-2=\"\">|</span> Michael Caito":1,"#Recently Viewed (7)":1,"#Listening is one of the most powerful leadership tools, yet it's often overlooked. Paul Barbour offers six practical tips to help you listen more deeply, strengthen relationships, and transform the way you connect with others.":1,"#How to Transform Relationships Through the Power of Listening":1,"#Source: Forbes.com":1,"#Clear Search":1,"#Clicking this link will redirect to relevant products for the Topics Developing Leaders.":1},"version":203121}]