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An ordained minister and the first woman to lead a historic Harlem church, she is also a keynote speaker, adjunct professor, and founder of LDJ Global Connections. Specializing in unconscious bias, inclusive leadership, and faith-based justice, Dr. Brown helps organizations move from performative talk to meaningful transformation.":1,"#Planning your communication in advance can make all the difference in ensuring your message is received as intended. It's often said that good communication is the bridge between confusion and clarity. By fostering impactful communication, you are helping to build that bridge. And the best part? You get to be the architect, the builder, and the traveler on that bridge.":1,"#I once worked with a client who shared that her communication dramatically improved when she began to focus on being more concise. It took her some time initially to craft clear messages, but the effort was well worth it.":1,"#Impactful communication also doesn't require being in a decision-making position. You don't need to have formal authority to communicate effectively. Developing the habit of being succinct in both verbal and written messages ensures that your intent and meaning are clear and won't be lost in translation.":1,"#Another key element of impactful communication is documentation. Whether for small teams or even for personal use, documenting processes and procedures is essential. This ensures that if you need to collaborate or share knowledge, you're prepared. A clear record of communication can be especially useful when multiple people are involved in a project and consistency is crucial.":1,"#One of the most common issues people cite in organizational communication is a lack of transparency. A significant way to improve transparency is by establishing official channels for communicating important information. This ensures that the details aren't passed along as hearsay or shared informally after a meeting. For instance, creating a designated intranet—an internal private network—can help streamline the flow of information and minimize confusion. By doing so, the organization creates a central place for clarity, reducing the risk of misunderstandings and ensuring everyone has access to the same information.":1,"#One of the most common issues people cite in organizational communication is a lack of transparency. A significant way to improve transparency...":1,"#Many of us take communication for granted. It's something we do every day. But is it truly impactful communication? According to a recent poll by Inc. Magazine, over 90% of employees reported that their leaders lacked communication skills. While some may argue that the issue lies with the employees' comprehension skills, the reality is that communication is always a two-way street. Both the source and the receiver must be actively engaged in exchanging information for communication to be effective.":1,"#Dans son ouvrage « Unreasonable Hospitality », Will Guidara explore comment l'hospitalité, poussée à l'extrême, peut transformer vos clients, vos employés et vos résultats financiers. Grâce à des stratégies éprouvées et des applications concrètes, il vous montre comment instaurer une culture d'hospitalité sans limites au sein de votre organisation.":1,"#Complété":1,"#For example, I'll give you a simple one and then maybe a different one. One example: You notice that people solve problems by sending passive aggressive emails everywhere. “Oh, you did this or you did that”—they never actually...":1,"#by Saar Gillai":1,"#Clicking this link will redirect to relevant products for the Speaker Saar Gillai.":1,"#You can use these insights to make professional and personal leadership development a daily practice.":1,"#How you lead is your choice. There are hundreds of leadership insights available to guide you through your leadership journey.":1,"#Wisdom from leadership experts can help you improve every aspect of your leadership style and role, from self-care to managing others to developing specific leadership skills and competencies.":1,"#Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 12 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.":1,"#Leadership is a journey of self-development and self-improvement. It takes years to learn to lead well. Leading with integrity should be your never-ending goal.":1,"#Begin succession planning early. Look inside your company first, improve your process, and develop your high-potential candidates.":1,"#Use peer power and leverage scarcity to persuade others. Anticipate and prepare for public criticism. Be courageous during uncertainty and view chaos as an opportunity to grow.":1,"#Prioritize others over yourself. Lead with humanity and help everyone feel welcome. Never compromise your integrity. Be curious about what others think and appreciative of criticism. In negotiations, assume a choice mindset that involves deliberate decisions. Always be teaching. Become a multidimensional person. Practice effective delegation. Develop a personal philosophy and model it in everything you do.":1,"#Every individual exercises leadership in their daily life in one way or another. Anyone can learn to be a better leader in any circumstance.":1,"#Be comfortable saying “I don’t know”; this will help you maintain your authenticity. Lead through uncertainty with caring transparency. Manage change by connecting the past with the present and describing the path forward. Express dissent when necessary, and let go of the fear over making difficult decisions. Be a change agent.":1,"#Schedule activities for importance, not urgency. Learn how to say no. Make incremental progress toward achieving your goals. Empower all your employees, including those whose expertise exceeds your own. Adopt an affiliative, democratic leadership style and always consider what’s best for the organization.":1,"#Reflect your character in your voice and speak with clarity. Write like you speak by using first person and avoiding jargon. Create context for what you say and foster connections with others. Apply a world view and be curious. Exercise visionary leadership and pursue your passions.":1,"#Tell simple, inspiring, and personal stories and honor the past in them. You can use these stories to deliver mandates. Prioritize listening and encourage dissent. Persuade others by finding common ground with them. In sharing your failures, you can enhance trust and draw authority from it. Engage in productive arguments and build a beneficial network for yourself.":1,"#Leading Well":1,"#Design your business beginning with—and always for—the customer. Iterate innovative ideas with added information. Identify your strategic intent, then build future-need, skills-based strategies. Understand your organization’s architecture. Strive for strategic consensus and ensure your managers are strategically aligned.":1,"#Imagine you are the CEO and help shape your organization’s vision. Make your strategic view and aspirations clear. Stay current with changes and be ready to respond.":1,"#Recognize your competitors’ vulnerabilities but find novel opportunities outside the competitive environment. Think in terms of growth opportunities rather than industry opportunities. Build competitive advantage through innovative approaches.":1,"#Manage employees both as individuals and as a team. Nurture peer-to-peer learning. Manage well through reasonable, measured goals. Express appreciation often. Reward with time, not just money. Enable active, public, and voluntary commitments to ensure that what’s been promised is accomplished. Find common ground with others in small ways. Learn your boss’s style and expectations, then manage to them.":1,"#Match employees’ abilities to their roles and help them stay motivated. Assign challenging tasks and foster creativity. Let healthy pressure be a motivator. Never micromanage.":1,"#Your leadership influence extends across many aspects of your professional and personal life. How you exercise leadership every day in your various leadership roles is up to you. In HBR Daily Leadership, Harvard Business Review leadership experts contribute 365 insights, condensed and categorized for this summary, that can help you be an exceptional leader in any circumstance.":1,"#Share your plans and address your employees’ concerns about them. Explain the why behind the decisions you make. Drive strategic alignment. Listen before you act. Evaluate the effectiveness of the feedback you give.":1,"#Make it safe to talk about sensitive subjects. In times of uncertainty, be sensitive to employees’ fears. Allow them time to process their emotions. Set consistent goals and pick your battles. Model healthy conflict. Help employees find their purpose. Value productivity, not busy work. Provide the resources employees need. Offer choices during times of change.":1,"#Value what matters to your people. Lead through trust. Be likable and respect different styles and personalities. Remove constraints and reach out to ask how you can help. Treat everyone equally. Build trust through empathy, logic, and authenticity. Understand others’ perspectives and communicate a clear vision. Nourish employee well-being and nurture skill-building. Be aware of and support your employees’ aspirations.":1,"#Coach employees toward independent problem-solving. Find ways to inspire their growth. Encourage your internal experts to share their expertise. Prepare for tomorrow’s needs by pre-skilling, or developing important foundational skills. For big projects, choose employees who do well with uncertainty and chaos and who can recognize and leverage connections and synergies.":1,"#Mentor daily and efficiently. Choose mentees thoughtfully, create a team of advisers for them, and encourage these mentees to become mentors. Address issues immediately and don’t create obstacles for your mentees.":1,"#Develop your external awareness to improve how others respond to you. Take responsibility for your actions. Examine both failures and successes. Construct meeting agendas by asking questions. It’s important to engage with top decision-makers. Remember, you can persuade others through your expertise.":1,"#For hybrid environments, balance presentations to accommodate both in-person and virtual employees. Help extroverts and introverts feel connected. Work to humanize virtual conversations.":1,"#Create a safe environment for sharing. Be sure to set ground rules for meetings, reframe difficult problems as opportunities, and approach mistakes with curiosity. Present information simply and clearly and make data relatable.":1,"#Champion equal opportunities for women and support your new female hires. Hire more women by expanding your applicant pool and rethinking your hiring practices. Improve their compensation and promotion opportunities. Manage for retention. Prioritize psychological safety for Black women. Avoid gender bias and be aware of the inherent bias in the feedback high-potential women receive.":1,"#Cultivate conditions in which everyone can thrive and admit your blunders when you make them. Promote racial equity through empathy and model inclusive language. Be an inclusive leader in every way, making fairness your priority. Frame DEI as changing systems, not people. Hire for difference.":1,"#Make understanding and managing culture foundational to your leadership responsibilities. Take a nuanced approach to cross-cultural leadership. Promote for competence and manage for purpose, not for perceptions. Solicit input from everyone and enforce zero tolerance for bad behavior. Nurture trust, empowerment, and empathy.":1,"#Culture, Diversity, Equity, and Inclusion":1,"#Don’t be afraid to challenge your team or change the dynamics if things are feeling stale. Diagnose and treat any lack of accountability or ethical missteps. Foster a healthy team culture by encouraging social connections. Effective communication can help you protect against team misalignment. Refresh and reset team roles, strategies, mandates, and goals when necessary.":1,"#Provide your team members with recognition and appreciation liberally. Establish healthy work standards. Document your team’s norms. As a leader, you must help your team keep their purpose alive. Be a good role model for healthy and productive team behavior. Encourage and support vacations, relaxation, and other time off.":1,"#Create a team of diverse personalities. Evolve your leadership approach as your team grows. Balance your individual responsibilities with your team’s priorities and be willing to compromise. Focus on solving problems rather than winning. Remember to lose with grace.":1,"#Hire help when you can and find small ways to gain more time on your calendar. Schedule your tasks to align with your energy levels. Boost your creativity by managing your stress. Design your days for productivity and manage your leadership transitions smoothly.":1,"#Practice mindfulness regularly and pursue meaningful satisfaction. Avoid overwhelm by verifying your assumptions and tracking your time. Learn to tolerate the uncomfortable and to center yourself when things get hectic.":1,"#ISBN: 978-1-64782-979-7":1,"#Maintain an ongoing rather than a fixed perspective on your current state. Adopt a forward-looking mindset when facing change. Motivate yourself with signs of progress. Develop ways to cope with hectic circumstances and manage microstresses.":1,"#Sleep better to be a better leader and avoid ethical risks from compromised attention. Manage sleep deprivation thoughtfully. Take naps. Schedule time for regular exercise. Know the signs of executive isolation and take action to mitigate it. Make time for restorative silence. Practice acceptance and reframe regret.":1,"#Protect yourself and your relationships by prioritizing self-care, and be sure to stay true to yourself.":1,"#Invite honest feedback and accept it with grace. Modulate introversion through occasional extroversion. Assess your humility level and expand your frame of reference. Schedule time for self-improvement. Build willpower by taking on challenges.":1,"#Bad habits can undermine your career. Identify and control the circumstances that lead to bad habits, then reframe those habits. Schedule time to break bad habits and replace them with good ones. Also, be sure to spend time with people who support good habits.":1,"#Read more fiction for inspiration. Practice creativity. Change your environment to stimulate your growth. Take responsibility for your own development. Be realistic about your goals and monitor your progress toward achieving them.":1,"#Be specific about your leadership goals and reflect on them periodically. Manage your time effectively. Avoid ruminating over mistakes and be honest about your shortcomings. Learn to self-regulate. You can build courage by starting small and taking on more difficult challenges.":1,"#Good leaders are continuous learners, so adopt a learning mindset. Develop learning agility through your willingness to learn from anyone and by making connections between what appears, on the surface, to be unrelated. Ask probing questions to hone your critical thinking skills. Evaluate your leadership skills, evolve your elevator pitch over time, create a long-term career strategy, and then evaluate your progress.":1,"#Be mindful and examine how you spend your time. Try to recognize how you perform best. Work through difficult emotions and derail overwhelm through relaxation. When you take a break, you can inspire fresh ideas.":1,"#Be patient, embrace feedback, and know the scope of your influence. Discover your leadership style and leverage your strengths and weaknesses. Keep your ego in check. Understand your own emotions and be aware of their impact on others. Learn to read the room—be open, but don’t overshare.":1,"#To accomplish more, avoid perfectionism, use checklists, and learn to control and direct your attention. Seek balance in your managerial role. Use a past, present, and future framework to introduce yourself to others. View and plan your life in seven-year increments. Remember to reflect on your personal story and recognize the mental shifts of leadership and find meaning and purpose in your role.":1,"#Be more effective by aligning your calendar with your priorities. Avoid growth plateaus by sharing your goals. Learn all the time, everywhere. Speak up. Be your authentic self and always strive for improvement. Make the right trade-offs and be calm under pressure.":1,"#Leverage anxiety as a motivator. Learn to be an integrator and a stellar communicator. Prepare yourself to manage others by finding a protégé who expands your world view. Never let your expertise close your mind to innovative ideas. Become a generalist, be versatile, and cross-train your leadership skills to increase your value to the organization. Leverage your diplomacy skills as you transition to more senior roles.":1,"#Develop and share your strategic thinking openly, and be decisive. Focus on the many facets of who you are, not on your specific role. Gain power through problem-solving. Be creative and unpredictable.":1,"#When dealing with AI, be humble, adaptable, and engaged. Develop AI-proof soft skills, knowledge, and experience that will help make you indispensable in the AI world. Become a trusted source of expertise. Build skills that reflect all your strengths and that you’ll excel at.":1,"#When dealing with AI, be humble, adaptable, and engaged. Develop AI-proof soft skills, knowledge, and experience that will help make you indispensable in the AI world. Become a trusted source...":1,"#Good leaders embrace interdependence, prioritize problems well, and convey a powerful sense of shared meaning. To become a good leader, discover and excel at activities that add value to your organization. Ask great questions that showcase your expertise, inspire others, and broaden their thinking. Also ask questions that show what you don’t know. Ultimately, question what truly matters. As you explore, develop open-mindedness and balance intuition with analysis.":1,"#Leadership Skills and Strengths":1,"#Everyday Wisdom for Exceptional Leadership":1,"#Clicking this link will redirect to relevant products for the Publisher Harvard Business School Publishing Corporation .":1,"#Women leadership":1,"#Women in leadership, what is there to say? First, as an individual I am hopefully a good leader and clearly a woman, and one of the things I will say is I’ve had a variety of my own personal experiences from being a 24-year-old sole founder of a startup, never having really raised money on my own before and ended up raising $75 million dollars as a young female, all the way to the day I sold my company to Northwestern Mutual—I was literally 9 months pregnant and I had our first child just a handful of days later. So,...":1,"#by Alexa von Tobel":1,"#Clicking this link will redirect to relevant products for the Speaker Alexa von Tobel.":1,"#Book Summary | Jo Miller":1,"#Women In Leadership":1,"#Book Summary | Marshall Goldsmith, Sally Helgesen":1,"#52 minutes":1,"#Visible range of carousel items is 5-8 of 9":1,"#hbrs-10-must-reads-on-women-and-leadership":1,"#ISBN: 978-1-63369-672-3":1,"#With only two percent of women holding CEO positions in the United States and only four percent in the European Union, there’s a clear lack of women in top leadership positions around the globe. It was once true that women had to fight to break through the “glass ceiling” at work in order to even be considered for the same jobs as men; but now, after some marginal progress, the better metaphor is a labyrinth. For women striving to land top leadership roles, there are often many twists,...":1,"#Carolyn Buck Luce is executive in residence at the Center for Talent Innovation and senior managing director at Hewlett Consulting Partners. She is an adjunct professor at Columbia’s Graduate School of International and Public Affairs and was previously the Global Pharmaceutical Sector Leader at Ernst & Young, LLP.":1,"#Peter Glick is the Henry Merritt Wriston Professor in the Social Sciences at Lawrence University and a senior scientist with the NeuroLeadership Institute. He specializes in how organizations can overcome barriers to women’s leadership and create a more optimal organizational culture.":1,"#Francesca Gino is a behavioral scientist and the Tandon Family Professor of Business Administration at Harvard Business School. She’s the author of the books Rebel Talent: Why It Pays to Break the Rules at Work and in Life and Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan.":1,"#Leanne M. Dzubinski is Professor of Leadership and Director of the Beeson International Center for Biblical Preaching and Church Leadership at Asbury Theological Seminary and a prominent researcher on women in leadership.":1,"#Amy Diehl is the chief information officer at Wilson College and a workplace gender bias expert and consultant.":1,"#Julie Diamond is the CEO and founder of Diamond Leadership, which provides leadership and talent development services, including coaching, consulting, assessment, and training, to global clients. She’s the author of Power: A User’s Guide.":1,"#Shelley J. Correll is the Michelle Mercer and Bruce Golden Family Professor of Women’s Leadership and the director of the VMware Women’s Leadership Innovation Lab at Stanford University.":1,"#Marianne Cooper is a senior research scholar at the VMware Women’s Leadership Innovation Lab at Stanford University. Her book, Cut Adrift: Families in Insecure Times, examines how families are coping in an insecure age.":1,"#Alisa Cohn is an executive coach who specializes in working with Fortune 500 companies and prominent startups, including Google, Microsoft, DraftKings, Venmo, and Etsy. She’s the author of From Start-Up to Grown-Up.":1,"#Dorie Clark is a marketing strategist and keynote speaker who teaches at Duke University’s Fuqua School of Business. She has been named one of the top 50 business thinkers in the world by Thinkers50. Her latest book is The Long Game: How to Be a Long-Term Thinker in a Short-Term World.":1,"#Teresa Cardador is an associate professor of labor and employment relations at the University of Illinois Urbana-Champaign. Her research focuses on identity, meaningfulness, and gender at work, particularly as they relate to the work and career experiences of women in male-dominated occupations.":1,"#Cynthia Burks is a senior vice president and chief people and culture officer at Genentech.":1,"#Vanessa Bohns is a professor of organizational behavior at Cornell University and the author of You Have More Influence Than You Think. Her research focuses on social influence and persuasion.":1,"#Jennifer L. Berdahl is a professor of sociology at the University of British Columbia. Her research focuses on sexual harassment and organizational culture. She has worked with various organizations in both the United States and Canada to reduce harassment and discrimination.":1,"#Carmen Acton is a leadership impact coach and process consultant in the San Francisco Bay Area, Cali- fornia. She has worked in a succession of corporate leadership roles in a variety of disciplines, ranging from safety engineering to employee and leadership development. Acton has worked with clients in sectors including oil and gas, food and beverage, technology, and health care.":1,"#Stacey Abrams is an entrepreneur, politician, and author. She’s a coauthor of Level Up: Rise Above the Hidden Forces Holding Your Business Back and the cofounder of Now®.":1,"#Nicole Torres, Women at Work cohost (seasons 1–4), is an editor at Bloomberg Opinion based in London and a former senior editor at Harvard Business Review.":1,"#Amanda Kersey, Women at Work producer, is a senior audio producer at Harvard Business Review.":1,"#Amy Gallo, Women at Work cohost, is a contributing editor at Harvard Business Review and the author of Getting Along: How to Work with Anyone (Even Difficult People) and the HBR Guide to Dealing with Conflict. She writes and speaks about workplace dynamics.":1,"#Emily Caulfield, Women at Work cohost (seasons 6–7), is a freelance designer and runs a vintage cloth- ing business, Still Cute Vintage. She was previously a senior designer at Harvard Business Review. Before pursuing a career in design, she held administrative roles in public education and the arts.":1,"#ISBN: 978-1-64782-461-7":1,"#Equalize access to assignments. Leaders can bring more awareness and transparency to the allocation of high...":1,"#Raven Hoffman is a senior estimator at Syverson Tile & Stone, Inc. in Sioux Falls, South Dakota, and is an active member of the National Association of Women in Construction.":1,"#thriving-in-a-male-dominated-workplace":1,"#Lisa Zigarmi is an organizational psychologist and leadership coach. She helps leaders relate more deeply, decide more efficiently, and think with more creativity. She’s the founder of The Consciousness Project.":1,"#Christoph Winkler is the endowed professor and founding program director of the Hynes Institute for Entrepreneurship and Innovation at Iona College.":1,"#Brenda F. Wensil is the managing director and head of the leadership acceleration practice for Bravanti. She’s the coauthor of I Wish I’d Known This: 6 Career-Accelerating Secrets for Women Leaders.":1,"#Amber L. Stephenson is an associate professor of management in the David D. Reh School of Busi- ness at Clarkson University. Her research focuses on how professional identity influences attitudes and behaviors and how women leaders experience gender bias.":1,"#David G. Smith is an associate professor at the Johns Hopkins Carey Business School. He’s a coauthor, with W. Brad Johnson, of Good Guys: How Men Can Be Better Allies for Women in the Workplace and Athena Rising: How and Why Men Should Mentor Women.":1,"#Leah Sheppard is an associate professor of management in the Carson College of Business at Wash- ington State University. She has taught courses management, organizational behavior, leadership, and negotiations, and conducts research on gender stereotyping in the workplace. Her work has been fea- tured in the Atlantic, the New York Times, Forbes, and the Wall Street Journal and other publications. She enjoys delivering corporate presentations about workplace bias and performance coaching services.":1,"#Aneeta Rattan is an associate professor of organizational behavior at London Business School and cofounder of the Career Equally Newsletter. Her research focuses on mindsets and diversity, addressing stereotyping, prejudice, and inequity in the workplace with a focus on identifying how mindsets shape people’s responses to experiences with overt and subtle biases.":1,"#Lesli Mones is an executive coach, a leadership consultant, and the founder of the P2 Leaderlab, which helps women use their personal power skillfully for greater organizational impact.":1,"#Tsedale M. Melaku is a sociologist, an assistant professor at the Zicklin School of Business at Baruch Col- lege (CUNY), and the author of You Don’t Look Like a Lawyer: Black Women and Systemic Gendered Racism.":1,"#David Maxfield is a New York Times best-selling author, keynote speaker, and leading social scientist for business performance. Prior to his retirement, he led the research function at Crucial Learning, a learn- ing and development company with courses in communication, performance, and leadership. His work has been translated into 28 languages, is available in 36 countries, and has generated results for 300 of the Fortune 500.":1,"#Cristina Massa is a partner at Gonzalez Calvillo, where she leads the antitrust practice. She was the first female equity partner of the firm and the first woman to sit on the firm’s executive committee. She’s a member of the D&I Commission and a mentor and sponsor of younger attorneys. She has been awarded by major legal publications both as an antitrust expert and as a D&I leader.":1,"#Lori Nishiura Mackenzie is a cofounder of the VMware Women’s Leadership Innovation Lab at Stanford University and the lead strategist of diversity, equity, and inclusion at the Stanford Graduate School of Business.":1,"#Rebecca Knight is a senior correspondent at Insider covering careers and the workplace. Previously she was a freelance journalist and a lecturer at Wesleyan University. Her work has been published in the New York Times, USA Today, and the Financial Times.":1,"#Michelle King is the director of inclusion at Netflix and the author of The Fix: How to Overcome the Invis- ible Barriers That Are Holding Women Back at Work.":1,"#Mikaela Kiner is a CEO, author, and executive coach. In 2015 she founded Reverb, which helps compa- nies create healthy, inclusive cultures. Prior to Reverb, Mikaela held HR leadership roles at companies including Microsoft, Starbucks, Amazon, PopCap Games, and Redfin. She’s the author of Female Fire- brands: Stories and Techniques to Ignite Change, Take Control, and Succeed in the Workplace.":1,"#W. Brad Johnson is a professor of psychology in the Department of Leadership, Ethics, and Law at the United States Naval Academy and a faculty associate in the Graduate School of Education at Johns Hop- kins University. He’s a coauthor of Good Guys: How Men Can Be Better Allies for Women in the Workplace, Athena Rising: How and Why Men Should Mentor Women, The Elements of Mentoring, and other books on mentorship.":1,"#Tucci Ivowi is the chief executive officer and a founding member of the Ghana Commodity Exchange. Prior to this, she worked with Nestlé in various roles including managing director, business executive officer, and marketing communications director across 22 countries. A thought leader, Chartered Mar- keter, and international business leader focused on strategy, innovation, and business turnaround, her professional experience spans the United Kingdom, emerging markets of Southeast Asia, and Sub- Saharan Africa.":1,"#Judith Honesty is an experienced organizational development consultant specializing in facilitating executive team interactions. During her long career in organizational development, she has developed and implemented culture and leadership assessments and designed and delivered interpersonal skills trainings in the Americas, Europe, and Asia.":1,"#Lara Hodgson is cofounder, president, and CEO of Now®, as well as a coauthor of Level Up: Rise Above the Hidden Forces Holding Your Business Back.":1,"#Kathryn Heath is a managing director at Bravanti and coauthor of I Wish I’d Known This: 6 Career-Accel- erating Secrets for Women Leaders.":1,"#Joseph Grenny is the coauthor of the New York Times best-selling book Crucial Conversations. He’s also a cofounder of Crucial Learning, a learning and development company that offers courses in communica- tion, performance, and leadership.":1,"#Julia Gonzalez Romero is an administrative and energy lawyer at Gonzalez Calvillo, an elite law firm in Mexico City. She’s a board member at Voz Experta, an organization aiming to empower women in male-dominated economic sectors. She’s a columnist for Oil and Gas magazine, Energia Hoy, and Petr6leo&Energia and is a frequent public speaker.":1,"#Orion Ohev":1,"#Many organizations stumble into cycles of repeated transformations—bold restructurings meant to fix deep problems but instead sap morale, unsettle customers and investors, and consume leadership energy. True transformations are sometimes necessary to reposition companies facing major industry shifts. But when they become routine responses to poor performance, they leave the business weaker. Research and case studies show that the most successful leaders avoid chronic upheaval by continuously strengthening their business systems. These leaders sense emerging realities before crises force radical change and foster agility to keep problems small. They also ground every decision in creating net value for all stakeholders, resisting the temptation to shift costs from one group to another. Companies such as Boston Scientific illustrate how steady, integrated adjustments compound progress over time.":1,"#Darrell Rigby, Zavh First":1,"#Get Off the Transformation Treadmill":1,"#Several excerpts are presented from articles that appear in previous issues of the journal, including \"We Want to Make Ourselves Better” by Adi Ignatius, \"Leading After the Founder\" by Samantha Hellauer et al., and \"Why Big Companies Struggle to Negotiate Great Deals\" by Danny Ertel.":1,"#Executive Summaries Jan-Feb 2026":1,"#The article presents a fictionalized case study based on the Kellogg School of Management case study\" “Sephora: Transforming the Beauty Experience Through Technology” by Mohanbir Sawhney and Pallavi Goodman which is available on the www.HBR.org website. The harmful impact that a high-technology beauty company's augmented reality (AR) tool and associated marketing had on the health of some female teenage shoppers under the age of 21 is assessed, as well as business growth and ethics.":1,"#Jaleh Bisharat, Mohanbir Sawhney, Jim Steyer":1,"#Case Study: When High-Tech Beauty Marketing Harms Teen Health":1,"#Many companies feel caught in a cycle of constant large-scale change, yet repeated transformations can drain employees, unsettle stakeholders, and distract leaders from genuine progress. Rigby and First argue that organizations should instead build systems that sense and respond to shifts early—emphasizing adaptive management, agility, and value creation—so that major overhauls become unnecessary.":1,"#Are All Those Transformations Really Necessary?":1,"#This article presents information from a survey of 1,150 U.S. employees that indicates many of them regularly send and receive low-quality, AI-generated content -- referred to as \"workslop\" -- that results in a poorer perception of that employee by their colleagues. The survey indicates that those who received workslop from a colleague viewed them as less creative, capable, and reliable.":1,"#\"Workslop\" Causes Reputational Damage":1,"#srathke@ebsco.com":1,"#Terri Eagle":1,"#Dr. Nicole Cain":1,"#196 Results found for \"E-Mobility\"":1,"#184 Results found for \"estiulacion temprana del lenguaje\"":1,"#We all have the potential to be manipulated by experienced, trained, and practiced criminals into doing something we wouldn’t ordinarily do, like clicking a malicious link, downloading a corrupt document, transferring money, or sharing personal information. It’s important to know which social engineering tactics criminals use against you. Be wary if the communication is unexpected, claims urgency or a need for confidentiality, or flatters you. Scammers now use spoofed email addresses and caller identifications that appear to come from a legitimate, trusted source. They’ve increased phishing through texts, social media, and messaging platforms. Hybrid phishing and deep fake capabilities have...":1,"#Phishing":1,"#Cybercriminals exploit how we think, work, and communicate using technology. Their strategies and tactics are constantly evolving. The availability of hacking tools, skills, and services on the dark web has made cybercrime more common, while artificial intelligence (AI) and large language models have made fraudulent communications harder to detect. In Hacked, Jessica Barker exposes the secrets of cybercrime and suggests fundamental behaviors to protect yourself and your family and make your communities and organizations more secure. Barker takes what we’ve learned from past problems and details the actions you can take to reduce any security threats moving forward.":1,"#ISBN: 978-1-3986-1-3706":1,"#©2024 by Jessica Barker":1,"#The Secrets Behind Cyber Attacks":1,"#Chris Jones, ":1,"#421 Results found for \"TRABAJO EQUIPO\"":1,"#: minutes":1,"#You are signed in as ":1,"#HBR's 10 Must Reads On Women and Leadership":1,"#The article focuses on the growth and success of Canva, a design platform co-founded by Melanie Perkins, Cliff Obrecht, and Cameron Adams, which has reached a valuation of $42 billion. Since its launch in 2013, Canva has expanded to over 5,000 employees and 260 million users, leveraging AI to enhance its design capabilities and compete with established software firms like Adobe. The company emphasizes a rigorous hiring process and a strong corporate culture aimed at achieving ambitious goals, while also exploring global markets and expanding its product offerings. Canva's strategic focus on AI and user-friendly design tools positions it as a leader in the evolving creative software landscape.":1,"#How can I make my goals, desires, and dreams shared with others and real?":1,"#How can work fit into and add to that life?":1,"#How can work...":1,"#What is it that I want for my life holistically?":1,"#Here are some questions to consider when looking to form work-life harmony or work-life integration:":1,"#When we use the term work-life balance, it denotes a scale, as if work and life are in competition with each other. I don't think they should be. Instead of focusing on balance, I believe there's a better, a healthier, and more holistic opportunity to look at it as work-life integration or harmony. Work fits in within life. It's a part of life. Work should fit into our lives—and hopefully not the other way around.":1,"#It's not about balance. It's not a scale. Work and life shouldn't compete against each other. Let's aim to create work-life harmony for you and for those around you.":1,"#How might I be able to share, request, and communicate boundaries with the people that matter to get and give what I want for both work and life?":1,"#Recently Viewed (75)":1,"#Gen AI tools offer unprecedented opportunities, but organizations adopting them often experience an initial dip in productivity before seeing sustained gains. This \"productivity J-curve\" reflects the growing pains of integrating new systems, reorganizing workflows, and investing in complementary capabilities. To bridge the gap between adoption and measurable impact, some smart companies are taking a disciplined approach: organizational experimentation. By designing targeted experiments and using scientific methods to test, refine, and scale promising solutions, firms such as Siemens, Procter & Gamble, and Google are reducing risk while accelerating learning. The path to gen-AI-driven value is neither quick nor linear, but organizations that invest in experimentation will ultimately navigate uncertainty more successfully and turn potential into real performance gains.":1,"#Raffaella Sadun, Johannes Berndt, Florian Englmair, Nikolaus von Hesler, Jorge Tamayo":1,"#A Systematic Approach to Experimenting with Gen AI":1,"#A study of a global tech company found that many employees, especially women, avoided using artificial intelligence (AI) tools because doing so made them appear less competent to peers. Experiments revealed that code created with AI was rated lower in competence, with women facing the steepest penalties. The findings suggest that this reluctance is a form of rational self-preservation, and companies should address biases, model AI use, and focus evaluations on outcomes rather than the methods used.":1,"#AI's Competence Penalty":1,"#This article discusses an analysis of nearly 200,000 TED Talk videos that found that speakers who used more hand gestures tended to be more popular, but only illustrator gestures—those that visually depict concepts—significantly increased audience engagement. Follow-up experiments showed that illustrator gestures made presenters easier to understand, more persuasive, and more likely to convince viewers to purchase a product. The findings suggest that gestures play a key role in clarifying complex ideas and enhancing the overall effectiveness of communication.":1,"#Hand Gestures Make You More Persuasive":1,"#In many organizations, employees often hold back from taking risks or speaking up, leaving out a small but critical portion of what they want to express, especially in difficult conversations. Research shows that workplaces fostering both courage—encouraging hard conversations and actions—and connection—building trust and belonging—enable staff to address problems, innovate, and act quickly, while cultures lacking in these areas hinder essential risk-taking.":1,"#Are Your Workers Empowered to Take Risks?":1,"#The article references new research showing that debate training can significantly enhance leadership development, outperforming many traditional corporate programs. Across two experiments—one with 471 Fortune 100 employees and another with 975 U.S. participants—those who received debate training were more likely to emerge as leaders and be rated as assertive and leaderlike by their peers. The findings suggest that debate training builds skills such as confident communication, diplomatic defense of ideas, and effective advocacy, offering a scalable and low-cost path to cultivating future leaders.":1,"#Debate Training Helps People Become Leaders":1,"#Since becoming the global managing partner of McKinsey & Company in 2021, Bob Sternfels has had to navigate a series of thorny challenges. He has taken steps to restore the consulting firm's reputation after several high-profile scandals, most notably its role in the U.S. opioid crisis. He's trying to tighten the rules on client selection and governance without alienating the firm's partners. And he's driving an organizational transformation to set McKinsey up for the AI era. In this wide-ranging conversation with HBR's editor at large, Sternfels reflects on McKinsey's 100-year history and how the role of consultants is changing: \"We're moving away from an advisory model. Today about a third of our revenue comes from underwriting outcomes.\" He talks about the impact of AI, what McKinsey looks for in new hires, and which issues are top of mind for CEOs these days.":1,"#\"We Want to Make Ourselves Better\"":1,"#Book Summary | Nikolaos Dimitriadis, Alexandros Psychogios":1,"#Book Summary | Marisa Santoro":1,"#Lancement":1,"#Video | Liz Mellon":1,"#Video | Alexa von Tobel":1,"#Working to advance gender equity at work should be a team effort, but men often struggle to recognize gender discrimination and harassment in real time. To sharpen their situational awareness, men need greater vigilance in noticing the gender dynamics operating in the workplace. Aspiring male allies can begin to sharpen their situational awareness by doing the following:":1,"#Fight Back Against Bias and Microaggressions":1,"#Noticing sexist words and phrases. Men can actively listen for objectifying comments and stereotypes that leave women feeling inferior or unsafe.":1,"#One form of bias women face is role incredulity, where women are mistakenly assumed to be in a support or stereotypically female role rather than a leadership or stereotypically male role. Organizational leaders, workplace allies, and women themselves can take the following steps to prevent and correct role incredulity:":1,"#Know your goal. Before you speak up, think about what you really want to have happen. The clearer your goals, the more likely you’ll be to achieve them.":1,"#Validate yourself. Intrinsic motivation is powerful, so find meaning in the work itself.":1,"#Manage the moments. Call out inappropriate or exclusionary behaviors, especially when they happen in informal interactions.":1,"#Disrupt denial. Become aware of how inequality shows up in your team, department, and organization. Then, create opportunities for employees to talk about their experiences of marginalization and discrimination.":1,"#State your take. Explain what really happened. Begin with the detailed facts, explain what the facts mean to you, and invite the other person to a dialogue where you can both learn.":1,"#Assess the situation. Before you act, think about the amount of appreciation and feedback you expect from your organization.":1,"#Prioritize your growth. Women are penalized for being ambitious and displaying political skill, but the alternative may be worse. A growth mindset is protective against negative stereotypes, so find the resources and allies you need to support your personal and professional life.":1,"#Get to know the barriers. Educate yourself by reading about, researching, and understanding why challenges exist and consider how you might be unknowingly creating or upholding such barriers.":1,"#Set norms. Organizational leaders can model equality and set norms for the rest of the organization by using practices like making name and title introductions standard, using auto-generated signatures that include titles, announcing promotions over companywide email, and instituting a culture where everyone wears a name tag that includes position title.":1,"#Self-educating. Men can read about gender in the workplace and attend gender inclusion events.":1,"#Proactively identify your role. Include your position title and credentials in your email signature and web conferencing platforms and introduce yourself with your title when meeting new people.":1,"#Talk to your boss. When your efforts are going unsung, engage your boss in a conversation.":1,"#Show people how your work connects to theirs. To connect your area of expertise to the larger business needs, shift from an expert mindset to an enterprise one.":1,"#Paying attention to who’s included. Women in male-centric environments can experience belonging uncertainty, so men can go out of their way to make female colleagues feel included.":1,"#Have a point of view and share it. Use authenticity to act in accordance with your true feelings, thoughts, and highest intentions in a way that serves the context.":1,"#Men and women alike can talk about the universal challenges women face in the workplace and work together to overcome them. By gaining a better understanding of women’s experiences in the male-dominated workplace, we can make the future of work brighter for all.":1,"#Build a Better Culture—Together":1,"#Be an ally. As a boss or colleague, step in to emphasize the roles women have in your organization.":1,"#Recognize others’ contributions. One way to get your work noticed is to praise and appreciate others, because most often, the response from the other person will be to return the favor.":1,"#Another challenge women face in the workplace is bias. Bias can be difficult to eradicate, so you must learn to influence your workplace without alienating those you need support from. You can respond better when faced with bias if you:":1,"#Share your ideas publicly. Find ways within your organization to demonstrate your knowledge and help others.":1,"#As you play politics, you may struggle with feeling underappreciated and undervalued, but you aren’t powerless to change the situation. To find diplomatic ways to toot your own horn:":1,"#Increase your team’s visibility. Look for ways to explain to others what the group does and why it’s valuable.":1,"#In addition to setting better norms, leaders should aim to create cultures that value, reward, and support individual differences. If you’re in a leadership position, there are several things you can do to advance gender equality at work, including:":1,"#Match your leadership tactics to the situation. Your application of power tactics should be situational, not a matter of preference or style.":1,"#Build connections as a force multiplier. Work gets done with and through people, so continually nurture relationships and keep learning from others.":1,"#Make it safe. It’s challenging to describe biased behavior without making others feel attacked. Help yourself and others feel safe while addressing uncomfortable issues.":1,"#Control your narrative. Help others understand your journey by developing a clear and concise elevator pitch that explains how your previous experiences connect with and add value to your current situation.":1,"#Besides having a strong reputation, you must also learn to play politics. Playing politics is the ability to successfully navigate the unwritten rules of how things get done at work. Being able to effectively use political skills is critical to career advancement, so do the following to play politics more effectively:":1,"#Consider moving on. If you continue to feel undervalued and unappreciated by your company, it might be a sign that it’s not the right place for you.":1,"#Once you’ve gained confidence, focus on developing a personal brand. Developing a personal brand is valuable, because a strong reputation can put you on the radar for exciting career opportunities. To develop a robust personal brand, take the following steps:":1,"#Acknowledge that it’s normal to feel nervous. Acknowledge your nervousness and doubts to counterbalance complacency.":1,"#To get ahead at work, you need support. In addition to building informal relationships with other women, identify allies who can help you. Anyone can be an ally, but male allies who recognize the importance of fostering an inclusive workplace culture can prove extra effective at helping to break down barriers women face at work. To spot a male ally:":1,"#Establish Your Authority":1,"#Be sincere with yourself and others. Stay clear on who you are and what you stand for.":1,"#Grow Your Confidence":1,"#Sharing yourself. To find people with similar interests, invite a few colleagues to an event or activity you enjoy.":1,"#Raising issues that affect women and encouraging others to do so, too. Take advantage of company suggestion boxes and leadership Q&A sessions.":1,"#Asking for what you need. Partner with other women to influence leaders and effect change.":1,"#Trust your gut. Take a calculated risk when it comes to building a trusting relationship with someone you think could be an ally. Be present, develop a rapport, and actively put in the time to nurture a trusting relationship.":1,"#Network inside and outside your organization. Instead of maintaining only a select group who knows about your talents and abilities, consciously cultivate a broad network.":1,"#Don’t harbor a fear of failure. Push fear aside and focus your nervous energy on learning and adding value to your role.":1,"#Take the temperature. Scan the environment for indicators of growth and opportunity. Look for people from underrepresented groups who have advanced to leadership positions and policies that address issues stemming from inequities.":1,"#Tune out uninformed feedback. Ignore nonessential feedback and irrelevant opinions.":1,"#Having the right relationships in place can help you progress in your career, but you must also have self-confidence. Use the following strategies to combat self-doubt and build confidence in the workplace:":1,"#Besides overcoming competition, developing informal relationships is one of the most important things you can do to advance your career. You can build informal relationships by:":1,"#Making meaningless time more meaningful. To form better connections, maximize your extraneous time.":1,"#Giving women credit for their ideas, contributions, and accomplishments. Publicly praise women who do well.":1,"#Stop Competing, Start Connecting":1,"#Facing forward. To put yourself out there, stop hiding behind your phone, look people in the eye, and talk to them.":1,"#Look for patterns. Pay attention to details and actively seek out individuals you recognize as practicing allyship.":1,"#Learning from those who have been working longer than you. Reach out to your more experienced female peers and talk to them about battles they’ve faced.":1,"#Creating mentorship, advocacy, and opportunities. Redefine how women interact at work by proving there’s room for many to succeed.":1,"#Realize you don’t have to have all the answers. Capitalize on your strengths; they are what got you to where you are.":1,"#Reframe your self-talk. Identify your negative internal voice and intentionally replace it with a more positive, productive narrative.":1,"#Channel an alter ego. Gain distance from yourself by adopting the persona of someone more confident than you.":1,"#Equalize access to assignments. Leaders can bring more awareness and transparency to the allocation of high visibility stretch assignments.":1,"#Question what is valued. Leaders can examine promotion criteria and decide if they’re defining leadership too narrowly.":1,"#From struggling to gain the respect they deserve to attaining leadership positions, women face real challenges throughout their careers. In Thriving in a Male-Dominated Workplace from Harvard Business Review Press, a group of expert contributors share research, personal accounts, and insights on how women can deal with the stereotypes and stressors they face in the workplace. The book provides guidance on building a strong reputation and highlights solutions to the universal challenges women in male-dominated workplaces encounter. By following the contributors’ advice, you can effectively respond to bias, help enact real change, and build a better culture at work.":1},"version":199953}]