tag:blogger.com,1999:blog-37403471880616180722024-03-18T17:51:58.416-05:00Eric Jacobson On Management And LeadershipSharing tips, ideas and techniques for leaders and managers for 15 years.Unknownnoreply@blogger.comBlogger3444125tag:blogger.com,1999:blog-3740347188061618072.post-81146336147690345912024-03-17T09:39:00.001-05:002024-03-17T09:39:24.688-05:00A New Way To Think For Business Leaders<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjf3FIC77WBI21rOX4VecpYbn5KaoPnpZfOvuiXQABQ5XfBKR-8rSogxylG_5m8Qmd6lVdZpK7Xj1QN-e7_QaoNREwIc2YE4GBDu2eMrhxku08VZuOSF7cMF6X3I3ROVXF8KcLmDv-sihe6v1a89v3dMnnBGucDi75Rzvf7qhzFIAXp9JCexX0A4FFE/s3010/Martin10565_300dpi%20(1).jpg" style="font-family: inherit; margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="3010" data-original-width="2000" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjf3FIC77WBI21rOX4VecpYbn5KaoPnpZfOvuiXQABQ5XfBKR-8rSogxylG_5m8Qmd6lVdZpK7Xj1QN-e7_QaoNREwIc2YE4GBDu2eMrhxku08VZuOSF7cMF6X3I3ROVXF8KcLmDv-sihe6v1a89v3dMnnBGucDi75Rzvf7qhzFIAXp9JCexX0A4FFE/s320/Martin10565_300dpi%20(1).jpg" width="213" /></a></div><p><i style="font-family: inherit;">Forbes</i><span style="font-family: inherit;"> named, </span><b style="font-family: inherit;"><i><a href="https://www.amazon.com/New-Way-Think-Management-Effectiveness/dp/B09Z4JQBQ8/ref=sr_1_1?crid=22TR3H5ZSMDOS&keywords=a+new+way+to+think&qid=1659554764&s=books&sprefix=a+new+way+to+think%2Cstripbooks%2C115&sr=1-1">A New Way To Think</a></i></b><span style="font-family: inherit;">, as one of the 10 must-read books for 2022. </span></p><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">In the book, authored by <b>Roger L. Martin</b>, he urges business leaders to toss out the old ways of thinking, and instead try new models in every domain of management – from competition and customers to strategy, data, culture, talent, mergers and acquisitions, and everything in-between. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">More specifically, within 14 chapters, Martin explores his recommended new ways of thinking about:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul><li><span style="font-family: inherit;">Competition</span></li><li><span style="font-family: inherit;">Stakeholders</span></li><li><span style="font-family: inherit;">Customers</span></li><li><span style="font-family: inherit;">Strategy</span></li><li><span style="font-family: inherit;">Data</span></li><li><span style="font-family: inherit;">Knowledge Work</span></li><li><span style="font-family: inherit;">Corporate Functions</span></li><li><span style="font-family: inherit;">Planning</span></li><li><span style="font-family: inherit;">Execution</span></li><li><span style="font-family: inherit;">Talent</span></li><li><span style="font-family: inherit;">Innovation</span></li><li><span style="font-family: inherit;">Capital Investment</span></li><li><span style="font-family: inherit;">Mergers and Acquisitions</span></li></ul><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><o:p><span style="font-family: inherit;"></span></o:p></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgMwYMQ0rmRJzqcCxc7zA2UzNDVmyqsKAfa5icdhGx65k8ocZmusimWuYRLwd0vYAwBjlpQhbpqMnMuf5CQ1W7KAFM6Qn32hmkXuDKmj0mA2riasLkJhTuf5G1bCCfRg8g0S7b0YBr7kqErTLm5PdqRi-Uo3LtA7lVa63Fw32Sq2ECSNZ45WSPu87nJ/s3035/MartinRoger_2020%20(1).jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3035" data-original-width="2940" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgMwYMQ0rmRJzqcCxc7zA2UzNDVmyqsKAfa5icdhGx65k8ocZmusimWuYRLwd0vYAwBjlpQhbpqMnMuf5CQ1W7KAFM6Qn32hmkXuDKmj0mA2riasLkJhTuf5G1bCCfRg8g0S7b0YBr7kqErTLm5PdqRi-Uo3LtA7lVa63Fw32Sq2ECSNZ45WSPu87nJ/s320/MartinRoger_2020%20(1).jpg" width="310" /></a></span></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;"><span style="font-family: inherit; font-size: x-small;">Roger L. Martin </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Recently, Martin answered these questions:</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b style="font-family: inherit;">Question: What is the secret about strategy that no one tells you?</b><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Martin</b>: Strategy and planning are entirely different. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">The vast majority of activities referred to as strategy are actually planning. Planning involved creating lists of sensible initiatives. Strategy is the making of an integrated set of choices that positions the organization on a playing field of choice where it can be better than any other organization on that field. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Strategy is important because lists of sensible initiatives won’t compel customers to take the actions, we wish them to, which is why most plans don’t produce the outcomes that are desired. Our choices need to be designed to compel customer action. Among other things, which will make some initiatives that on their own may appear sensible, are actually a waste of resources.<span style="mso-spacerun: yes;"> </span> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Question: In your book, you write that if you feel comfortable with your strategic plan, there’s a strong chance it isn’t very good. Why?</b> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Martin</b>: The goal of strategy is to compel customer action. But no organization (other than a government monopoly like the Department of Motor Vehicles) can force customers to buy your product/service. So, you can never be comfortable that your strategy will produce what you wish. It requires faith in the set of choices you have made – and that is uncomfortable. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Planners, on the other hand, tend to believe that that if their choices are sensible, they will automatically produce the results they expect, so they are more comfortable, until such time as their plans fail to compel the customer actions they assumed.<span style="mso-spacerun: yes;"> </span> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Question: What is the most important thing you hope readers will take away from your book?</b> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Martin</b>: Lots of what you have been taught either in formal business education or in the company/industry in which you work are just plain wrong. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Lots of models that have developed and become dominant over time for thinking about business problems don’t produce the results that the models promise. But very few people question the efficacy of the models, even though they don’t work.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Don’t let your models own you in this way; you need to dump models that don’t work and adopt models that do. To help that, <b>the book covers 14 business models that don’t work and provides 14 replacement models that will work better</b>. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><i>A New Way To Think</i> is timely, thought-provoking a book to add to your must-read list this year. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book.</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-3492332456706894432024-03-13T00:00:00.026-05:002024-03-13T00:00:00.242-05:00How To Survive And Then Reset To Ultimately Thrive<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcDCe9WlpSix3UsqfUeKEs2Wqv0-S3qmXTQwUvNkyC70XQrhdvGJpJQgaP8O-w4U8SVkPB1TrykZD-aPHfkLjZsrdMHMm5BbhDxRKo49luK7JnSeViVFLgM21q60aCTXx9bwHwtBkNxtthAVc-zntYzXLLXr2aIYUGG0k17rlpLx9QfDL3zWvTpd909bk/s385/SRT_Cover.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="385" data-original-width="257" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcDCe9WlpSix3UsqfUeKEs2Wqv0-S3qmXTQwUvNkyC70XQrhdvGJpJQgaP8O-w4U8SVkPB1TrykZD-aPHfkLjZsrdMHMm5BbhDxRKo49luK7JnSeViVFLgM21q60aCTXx9bwHwtBkNxtthAVc-zntYzXLLXr2aIYUGG0k17rlpLx9QfDL3zWvTpd909bk/s320/SRT_Cover.jpg" width="214" /></a></div><br /><div class="separator" style="clear: both; text-align: left;"><span style="background-color: white; color: #0f1111; font-family: inherit;">“Uncertainty is here to stay. Rather than
seeing it as an obstacle to overcome, integrate it into your strategic approach
to invigorate your high-growth potential and outperform competition under
any market condition,” explains </span><b style="color: #0f1111; font-family: inherit;">Rebecca Homkes</b><span style="background-color: white; color: #0f1111; font-family: inherit;">, author of the new book, </span><b style="color: #0f1111; font-family: inherit;"><i><a href="https://www.amazon.com/Survive-Reset-Thrive-Implementing-High-Growth/dp/139860786X/ref=sr_1_1?crid=2HEA1XFVNXD2U&dib=eyJ2IjoiMSJ9.3QrKS9HeBq_f8NeTxs6ZjIEK4PHD-YqtKjIU2mD-YL78EBFnn9n2hcgiM94-BX1DMlv2dQdwG6Vcjjhruo3Ew1BRHoLLnaR87gSIplLJFyL7b-09cexxBjQgqwnJxFifRJUTK--GhoZUEsr5dDlFWs0VtWb7rXFDleSSC6rYCqyhr8TVrGiq7GGn104TC4VRQBt4mObXx0GyNT4BXZhJW1LOKsGdJ_MKettCkg1D1_I.xKbIQzHmlLrGyAyl0cogMf0eZwodN50_d8viYxkb-6U&dib_tag=se&keywords=survive+reset+thrive&qid=1710253599&sprefix=%2Caps%2C103&sr=8-1">Survive, Reset, Thrive</a></i></b><span style="background-color: white; color: #0f1111; font-family: inherit;">.</span><span style="background-color: white; color: #0f1111; font-family: inherit;"> </span></div><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">“Most books aren’t honest enough about how hard it is to <b>reset</b>,”
adds Homkes. Yet, resetting and leaning into change is essential. “If you are
ready to embrace change as a central element of your growth strategy, this book
is for you.”<br style="mso-special-character: line-break;" />
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<!--[endif]--><o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Homkes’ book is a timely, comprehensive, and essential read
for business leaders looking to take the next step toward ensuring high growth for
their companies. The book brings together more than 15 years of Homkes working
directly with high-growth companies of all sizes and across a wide variety of
industries.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Survive, Reset, Thrive (SRT) is a practical and innovative <b>interconnected
three-mode approach</b>:<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="background: white; color: #0f1111;">Survive</span></b><span style="background: white; color: #0f1111;">:
Stabilizing your business when a shot hits. Taking proactive measures. Moving
quickly in response to disruptions. <o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="background: white; color: #0f1111;">Reset</span></b><span style="background: white; color: #0f1111;">:
Resetting your strategy when the situation changes. Note that the power of
getting to Thrive is in the Reset. Reset, or how to change, is the heart of
SRT.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="background: white; color: #0f1111;">Thrive</span></b><span style="background: white; color: #0f1111;">: Employing
an adaptable strategy through evolving market conditions. Keep in mind that
Thrive is not a given; it must be earned. You must execute with agility and
learn along the way to a sustainable, successful, high-growth path.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">In addition, Homkes shares that <b>SRT is a loop, not a line</b>.
“Sometimes you must go back to Survive before Thrive. You may be in Thrive for
months, or years, but then find yourself needing to move into Survive to re-stabilize.”
In addition, “Even though the book is written directly to the leader, going
through the Survive, Reset, Thrive loop is a team activity, not an individual
one,” adds Homkes.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Leaders should also work to avoid <b>SRT Leadership Traps</b>
– traps such as, getting in your own way, succumbing to paralysis by analysis, allowing
your Board to be your customer and rushing the Reset.<o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;"><br /></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmZIg1Ik9Yl_43WceFykzlJUOcT_i1k3y4qYuE9v60-Fz_1F1FD2UqQ6emRd_l4bOm_7_bBCzP1TpTYF2JzJNz9O0UHgaeLChMzS42r7efcXmPIKIiz13bjBAVEQ5L0kTaynLGe9bsDwYtlWhvxYDTGxlVtDQQu11aD37sSbGdAxmCmWUxX2ITplDhsso/s3600/RHomkes23%20(1).jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3600" data-original-width="2401" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmZIg1Ik9Yl_43WceFykzlJUOcT_i1k3y4qYuE9v60-Fz_1F1FD2UqQ6emRd_l4bOm_7_bBCzP1TpTYF2JzJNz9O0UHgaeLChMzS42r7efcXmPIKIiz13bjBAVEQ5L0kTaynLGe9bsDwYtlWhvxYDTGxlVtDQQu11aD37sSbGdAxmCmWUxX2ITplDhsso/s320/RHomkes23%20(1).jpg" width="213" /></a></div><span style="font-family: inherit;"><div style="text-align: center;"><span style="font-family: inherit;"><span style="font-size: x-small;">Rebecca Homkes</span></span></div><o:p></o:p></span><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Today, Homkes shares these insights with us:<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: #212121;">Question:
You describe SRT as a loop, not a line. Why is it important for leaders to
conceptualize the strategy as a continuous practice, rather than a checklist?</span></b><b><o:p></o:p></b></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b><o:p><span style="font-family: inherit;"> </span></o:p></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Homkes:</b>
Growth through uncertainty is a loop, not a line. One of the hardest things
about strategy, and the jobs it gives leaders, is that it’s never done,” a
checkmark you can complete.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">While a linear
checklist feels easier to conceptualize, it is unfortunately not what the
real-world demands. We may be in Survive, go to Reset, and then be in Thrive
but then get kicked back to Reset, or even Survive. Know that these loops
represent growth!<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">But continuous
loops are emotionally challenging, as once you are in the Thrive mode you want
to stay there. Embracing this is as a loop you will cycle through forces you to
be heads up – acknowledging how the situation is progressing around you, and
always watching for signs and signals, which can bring new opportunities. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Growth is a
learning cycle with constant loops of testing, gaining insights, implementing,
sharing, and iterating for improvement. Linear models of growth neglect the
realities of the changing world around us and lull us into a false sense of
security. Embracing the loop sets us up for the opportunities this approach
brings.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: #212121;">Question:
Which part of SRT is the most important and why?</span></b><b><o:p></o:p></b></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: #212121;">Homkes:</span></b><span style="color: #212121;"> The entire loop! Each mode of the Survive, Reset, Thrive loop
is critical, and you should build capability in, or get great, at each mode.
What is often hardest, though, is the transition between the modes; that is,
knowing when to move from Survive to Reset, and when to move from Reset to
Thrive, as well as how to successfully manage this transition.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><span style="font-family: inherit;">Placing
more importance on any one piece as more important can lead to failure to
Thrive, as you will not have the capability to successfully move between modes.
<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><span style="font-family: inherit;"><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><span style="font-family: inherit;">Where
you want to spend the most time is Thrive, and you perform there by continuing
to execute with agility and learning – being open to changes in the strategic
situation and bringing those into your adaptable strategy. Staying in Thrive is
also helped by employing “steady state Survive.” Good Survive is proactive
Survive, and Steady state Survive is made up of the continual proactive
measures leaders can take to ensure long-term stabilization.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><span style="font-family: inherit;">To
elaborate on the three modes:<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #212121;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>The Survive,
Reset, Thrive mode consists of three, interconnected modes, which involve</b>:</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="line-height: 107%;">Survive</span></b><span style="line-height: 107%;">: Proactive stabilization of the organization.
This mode starts by preparing your organization to withstand system shocks by
employing “steady state” Survive, which are proactive steps taken even when
markets are frothy. When a shock (either internal or external) hits, your
organization moves into “triggered Survive.” Here you employ “Survive Basics,”
or the 4 C’s: Cash, Cost, Customer (retention, loyalty, stickiness), and
Communication. These basics will not be enough, so you will also need to
perform your “Survive Power Moves,” which include repurposing and partnering,
strengthening employee engagement, building deeper customer moats, and finding
and exploiting industry imbalances. But the most critical move to transitioning
from Survive is strengthening learning velocity.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="line-height: 107%;">Reset</span></b><span style="line-height: 107%;">: Reset is the power move of the SRT loop, as
this involves revisiting your strategy for growth questions (What is the
situation, and how will this change? What is success? Where should we play? How
will we win? What could stop us? What should we do?), updating your beliefs and
assumptions, and preparing and enabling the needed change. Reset is hard as
Resets involve change, which is difficult for individuals and harder still for
organizations. <o:p></o:p></span></span></p>
<p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="line-height: 107%;">Thrive</span></b><span style="line-height: 107%;"> is the mode after the Reset when you achieve
sustainable, repeatable, high-performance. Thrive comes from bringing the
strong balance sheet from the Survive mode, the </span><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">strategic insights from the Reset
mode, and then executing with agility and learning. <o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b><span style="color: #212121;"><span style="font-family: inherit;">Question:
Because we cannot predict the future, you encourage leaders to stop planning,
and start preparing. What is the difference, and what can leaders do to develop
a pragmatic strategy in times of uncertainty?<o:p></o:p></span></span></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b><o:p><span style="font-family: inherit;"> </span></o:p></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black; letter-spacing: 0.15pt;">Homkes:</span></b><span style="color: black; letter-spacing: 0.15pt;"> In
uncertainty, we cannot make perfect plans because we cannot predict what <i>will</i> happen.
But we can prepare for what <i>could</i> happen. Strict planning
forces us to see change as bad, a risk to be catered for rather than a
groundswell of possible new opportunity. Plans ask us to review regularly
and ask the question: Are we on track? While this is a perfectly reasonable
question, it assumes the plan got everything right, there is only one track,
and no new information has become available. In uncertainty those
assumptions are usually wrong. <o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: black; letter-spacing: 0.15pt;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: black; letter-spacing: 0.15pt;"><span style="font-family: inherit;">Setting
ourselves up for success when facing uncertainty is hard because we cannot
predict the future. This makes the planning challenge one of how to master
making great decisions, even though we cannot make great predictions. It
is the quality of decision-making that sets apart those who lead growth from
those who barely survive, so embrace more robust decision-making by shifting to
preparing rather than only strict planning.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: black; letter-spacing: 0.15pt;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: black; letter-spacing: 0.15pt;"><span style="font-family: inherit;">A few ways to
do this are to:<o:p></o:p></span></span></p>
<p class="MsoNormal" style="mso-mirror-indents: yes;"></p><ul style="text-align: left;"><li><span style="color: black; letter-spacing: 0.15pt; line-height: 107%;"><span style="font-family: inherit;">Make
decisions based on beliefs, not always waiting for facts.</span></span></li><li><span style="color: black; letter-spacing: 0.15pt; line-height: 107%;"><span style="font-family: inherit;">Acknowledge
the strategic situation is still emerging and will need a more probabilistic
approach rather than strict linear planning. </span></span></li><li><span style="color: black; letter-spacing: 0.15pt; line-height: 107%;"><span style="font-family: inherit;">Set a
direction, or compass heading, rather than a precise destination (or a specific
end point).</span></span></li><li><span style="color: black; letter-spacing: 0.15pt; line-height: 107%;"><span style="font-family: inherit;">Understand
the goalposts are moving, not mixed, and we can only get clearer on the end
state as we move and learn.</span></span></li><li><span style="font-family: inherit;"><span style="color: black; letter-spacing: 0.15pt; line-height: 107%;">Optimize
for robustness, not just efficiency. </span></span></li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: black; letter-spacing: 0.15pt;"><span style="font-family: inherit;">Preparation
shifts your perception of change from a risk to protect yourself from, to a
growth opportunity. In times of uncertainty, shifting from planning to
preparing helps support clearer decision-making instead of rash
predictions. It involves overcoming both hubris and fear to achieve
decisiveness and adaptability. It generates knowledge of what is initially
unknown, and so creates learning. And, companies that learn faster, grow
faster.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b><span style="color: #212121;"><span style="font-family: inherit;">Question:
Are there any good examples of companies that have
successfully undergone the SRT loop?<o:p></o:p></span></span></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b><o:p><span style="font-family: inherit;"> </span></o:p></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Homkes:</b>
The <i>Survive</i>,<i> Reset</i>,<i> Thrive</i> book is filled with examples of
companies that successfully traversed the SRT journey! Thrive happens when you
bring the strong balance sheet from the Survive mode, the strategic insights
from the Reset mode, and then begin executing with agility and learning. Thrive
companies are learning, performing, and growing stronger and faster than
others.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Gordon Food
Services</b>, the largest family-owned and managed food
distributor in North America, successfully went through SRT, and they also
showed that large companies can be agile and adaptive. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">As restrictions
changed in late 2020, the team knew agility would be critical to gaining
advantage, and that their strategic choices would be based on beliefs that
needed to be constantly tested. They rewrote all their most critical and
impactful strategic beliefs into a set of questions and surveyed thousands of
restaurants in the USA and Canada quarterly, and as new information and
insights came in, they adjusted their priorities and related activities within
their strategy. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Another favorite
example is <b>Lund Gruppen</b>, which is a fourth-generation family company in
Scandinavia that owns amusement parks, zoos, and festivals. Covid was
disastrous to their industry, and business, but their park teams, including
Skanes Djurpark team based in Sweden, executed the SRT playbook, emerging from
Survive faster than all others and transitioned into Reset by splitting the
team into two: offense and defense. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">The offense team
began the Reset with active learning and experimentation while the defense team
maintained the Survive metrics, ensuring they moved successfully with an
engaged team. Despite the capacity restrictions, the park had its highest
profitability, customer NPS, and employee engagement that year, and the years
to come. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">The <b>WD-40
Company</b> is another that used the SRT playbook to great success following
2020 (including referencing it in their annual report), and the leadership team
continues to build upon its principles including active belief setting and
testing and building learning velocity as a global competitive advantage. The
WD-40 Company and <b>The Gorilla Glue Company</b> are also two companies that I
profile in the book as a rare example of when your culture can be competitive
advantage and provide you a strategic Right to Win. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Dozens of members
of the <b>Young President’s Organization</b> (YPO) also employ the SRT playbook
for their strategy, including <b>Primekss</b>, a concrete contractor based in
Latvia that doubled every three years using the approach. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>SAC</b>,
a YPO’er, based in Saudia Arabia went from a company stuck in extreme Survive
mode to company to Thrive (going from net losses to over 10% profitability).
SAC is an example of what I call a “Hard Reset” or the strategic situation when
you need to Reset all or almost all your choices. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Other examples of
companies that underwent a Hard Reset before becoming Thrive are <b>Burberry</b>,
<b>Ducati</b>, <b>Dell</b>, <b>Tesco</b> (the UK-based grocer). <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Airbnb</b>
is a great example of a company that endured Survive mode successfully – making
tough choices while still strengthening communication, repurposing and
partnering, and employee engagement (the survive “power moves”), performed a
successful Reset, including shelving many expansion plans and refocusing on its
core, and is arguably still Thriving, despite being in the constantly shifting
industry of travel and hospitality. Airbnb also provides examples of what it
takes to “act to shape” or take strategic action to shift and alter the
landscape around you while performing constant acting to learn! <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">___<span style="background: white; color: #0f1111;"><o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="background: white;">Rebecca Homkes</span></b><span style="background: white;"> is a high-growth strategy specialist and CEO and
executive advisor. She is a Lecturer at the London Business School,
Faculty at Duke Corporate Executive Education, Advisor for Boston Consulting
Group University, and a former fellow at the London School of Economics Centre
for Economic Performance. </span></span><span style="background-color: white; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="background: white; color: black;">A global keynote speaker and recognized thought
leader, she is also the global Faculty Director of the Active Learning Program
with the Young Presidents Organization (YPO), leads several fintech
accelerators, and serves on the Boards of many high-growth companies. She
earned her doctorate at the London School of Economics as a Marshall Scholar
and is now based in Miami, San Francisco, USA, and London. UK.</span></span><span style="background-color: white; color: #0f1111; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><span style="background: white; color: #0f1111;"><i>Thank you to the book’s publisher for sending
me a copy of the book.</i></span></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-61290693039912800922024-03-11T17:28:00.003-05:002024-03-12T12:51:23.232-05:00How To Fix The 12 Most Common Presentation Mistakes<p><span style="font-family: inherit;"> </span></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9R3G6k9D2jpGv6733P_LL3tr3BjlfpY5UrKYshyj35ajgVc9s2ABW2UcziOYYc18Ak5Dl4jeNDywwwLO7fooJYODGqUzAIklvnjkh4tRkxrgkJ6mk8raHg2_Y_prJGLObOTgZWuihMpzUXF9AxiIfguiuLp8Q_-maSXbGIOdn-znZXh1hKtg2T_tRdhs/s2700/Presentation%20Ready%20Book%20Cover%20Image%20sjodin1266021612%20McGraw%20Hill.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="2700" data-original-width="1801" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9R3G6k9D2jpGv6733P_LL3tr3BjlfpY5UrKYshyj35ajgVc9s2ABW2UcziOYYc18Ak5Dl4jeNDywwwLO7fooJYODGqUzAIklvnjkh4tRkxrgkJ6mk8raHg2_Y_prJGLObOTgZWuihMpzUXF9AxiIfguiuLp8Q_-maSXbGIOdn-znZXh1hKtg2T_tRdhs/s320/Presentation%20Ready%20Book%20Cover%20Image%20sjodin1266021612%20McGraw%20Hill.jpg" width="213" /></a></span></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">Today brings a must-read book for anyone who makes
presentations at work, a club, a non-profit, or to any group of individuals the
presenter wants to persuade to take action.</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">The book is, <b><i><a href="https://www.amazon.com/Presentation-Ready-Improve-Outcomes-Mistakes/dp/1266021612/ref=sr_1_1?crid=13P12RFHBBNQW&dib=eyJ2IjoiMSJ9.ydZUzUGG-vnBkXuKpVEJLg.B6zX2L03muhq99ucRaDIanxAf8RF96z-iBD9M5Ym6Ro&dib_tag=se&keywords=presentation+ready+terri+sjodin&qid=1710195922&sprefix=%2Caps%2C82&sr=8-1">Presentation Ready</a></i></b>,
by <b>Terri L. Sjodin</b>, one of America’s leading experts on persuasive
presentations. Her specialty is blending communications theory, field research,
and practical sales experience to help professionals and non-professionals
become more polished and persuasive presenters.</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">When you read the book, you’ll discover the <b>12
common sales presentations mistakes</b> and you’ll learn why the mistakes happen,
why the mistakes are damaging, and how to avoid the mistakes. <i>Presentation
Ready</i> is divided into three sections:</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ol style="text-align: left;"><li><span style="font-family: inherit;"><span class="a-text-bold"><b><span style="background: white; color: #0f1111;">Building your case</span></b></span><span class="a-text-bold"><span style="background: white; color: #0f1111;"> – the foundation of your persuasive arguments
and content.<o:p></o:p></span></span></span></li><li><span style="font-family: inherit;"><span class="a-text-bold"><b><span style="background: white; color: #0f1111;">Leveraging creativity</span></b></span><span class="a-text-bold"><span style="background: white; color: #0f1111;"> – How your persuasive message resonates with listeners
(storytelling, visual aids, structure, curiosity)<o:p></o:p></span></span></span></li><li><span style="font-family: inherit;"><span class="a-text-bold"><b><span style="background: white; color: #0f1111;">Honing your delivery</span></b></span><span class="a-text-bold"><span style="background: white; color: #0f1111;"> – Your unique style, movement, personality,
and ability to execute effectively.</span></span><span style="background-color: white; color: #0f1111;"> </span></span></li></ol><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">“This book is formulated for the busy
professional,” explains Sjodin. “The book’s material will help you quickly
evaluate challenges in your presentations and make simple corrections that can
expand your influence and generate better outcomes.”</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">One of my favorite parts of the book is where
Sjodin teaches <b>how best to use visual aids in your presentations</b>. She
explains that:</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul style="text-align: left;"><li><span class="a-text-bold"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Visual aids energize your listeners and help
them understand your points faster.</span></span></span></li><li><span class="a-text-bold"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Visual aids are for the benefit of listeners,
not a crutch to help presenters get through their own content.</span></span></span></li><li><span class="a-text-bold"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">A visual aid is intended to show something
visually that you can’t verbally express in the same way.</span></span></span></li><li><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">Don’t rely on your visual aids to do all the
work. Place them strategically and tie them to a specific purpose within your
presentation.</span></span><span style="background-color: white; color: #0f1111;"> </span></span></li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">Sjodin also cautions presenters from using word
redundancy and filler words and using too much industry jargon or acronyms.
Finally, she adds that, “Whether your next presentation is three minutes of 30
minutes, that’s not a lot of time, and brevity is your friend. Ultimately, it’s
not about the specific time allowed but rather making the most of the time you
have."</span></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">Be sure to make good use of the helpful forms
toward the end of the book, especially the Presentation Outline Worksheet.</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"></span></span></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj9Akp7SBezZKpM352TSM_eHsHLjbXORInHwiTNPhhkGJWCxK_W4KdiAMClSe9d_10Y58mSNG3rV6wLOsZ66BLngd4c7NfITtFB1hpWI3eclzoCb5HKJWC8owZiZuX9edw6UUOayXG3usVU_nuBjQcgi1s9TqgQyEkIA0DA85hVzHNV7P0fUSqxrVQE06Q/s5760/Terri%20Sjodin%20Headshot%20-%20Blue%20Business%20Casual%20Dress%20.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="5760" data-original-width="3840" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj9Akp7SBezZKpM352TSM_eHsHLjbXORInHwiTNPhhkGJWCxK_W4KdiAMClSe9d_10Y58mSNG3rV6wLOsZ66BLngd4c7NfITtFB1hpWI3eclzoCb5HKJWC8owZiZuX9edw6UUOayXG3usVU_nuBjQcgi1s9TqgQyEkIA0DA85hVzHNV7P0fUSqxrVQE06Q/s320/Terri%20Sjodin%20Headshot%20-%20Blue%20Business%20Casual%20Dress%20.jpg" width="213" /></a></span></div><span style="font-size: x-small;"><div style="text-align: center;"><span class="a-text-bold" style="font-family: inherit;"><span style="background: white; color: #0f1111;">Terri L. Sjodin</span></span><span style="background-color: white; color: #0f1111; font-family: inherit;"> </span></div></span><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">Today, Sjodin shares these insights with us:</span></span><span style="background: white; color: #0f1111;"><br />
<br />
</span><b><span style="background: white; color: black;">Question: Of the 12 most common
mistakes made when making a presentation, which one challenges the most people
and why?</span></b><span style="background-color: white;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="color: black;">Sjodin</span></b><span style="color: black;">: Great
Question! The answers will be different depending on if you’re coming from the
perspective of the Presenter or the Listener. The top confessions from
Presenters are: “Winging It” and “Being Overly Informative Versus Persuasive.” However,
Listener observations identify “Being Boring” as being the highest ranked
challenge. </span><span style="color: #222222;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="color: black;"><span style="font-family: inherit;">There
are lots of reasons why, but the biggest takeaway here is that we don’t always
see ourselves with the same perspective that we see others. </span></span><span style="color: #222222; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="background: white; color: black;">Question: If an eager learner wants to improve their presentation
skills but doesn't have time to tackle correcting all 12 mistakes, which one or
two should they first concentrate on?</span></b></span><span style="background-color: white; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="color: black;">Sjodin:</span></b><span style="color: black;"> That’s
a tricky question because the answer will be different for each person. The
goal would be for the reader to do a self-assessment and identify which of the
mistakes are most problematic for them. As they explore each mistake in
the book, they might think, “that’s me,” or “that’s not me.” That’s okay. Start
by addressing the mistakes that are most pertinent for that situation and focus
on improving in those areas. </span> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="background: white; color: black;">Questions:</span></b><span style="background: white; color: black;"> <b>So many presenters default to
PowerPoint as their presentation tool. What are the pros and cons of using
PowerPoint?</b></span><span style="background-color: white;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="color: black;">Sjodin:</span></b><span style="color: black;"> Visual
aids can significantly enhance a presentation when used effectively. They
are not designed to be a crutch to help get a person through their content.
Remember, you are the star and the visual aids are the bit players. They
are there to enrich the message and say something visually that you cannot
communicate in the same way verbally. Tragically, most presentations are
dominated by text and bullet points and do not visually create a <i>wow</i> factor. </span> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="background: white; color: black;">Question: You've likely heard that presenting is reported to be more
feared than dying for many people. What couple tips do you give to a</span></b><span style="background: white; color: black;"> <b>person who is fearful of presenting?</b></span><span style="background-color: white;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="color: black;">Sjodin:</span></b><span style="color: black;"> Nervous
feelings are natural. A speaker can feel vulnerable and feel the pressure
of delivering the message and producing results. Remember the old saying, “No
pressure, no diamonds.” Preparation and practice are the keys to managing
nervous energy. Take a deep breath, visualize yourself delivering a successful
presentation, and use your voice for good. Don’t worry, just do your best
and keep moving forward. </span></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">___</span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Sjodin
is the founder of <a href="https://www.sjodincommunications.com/">Sjodin Communications</a> and is a <i>New York Times</i>
bestselling author, award-winning speaker, and consultant for Fortune 500 Companies.
She is a frequent guest on radio and television talk shows and industry podcasts
throughout the country.</span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book's publisher for sending me a copy of the book.</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-18033614184458944432024-03-06T00:00:00.004-06:002024-03-06T00:00:00.133-06:00Your 2024 New Year's Resolution Check-In<p> </p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVN-G4h2-DY7g6qmUv-oXaR74-ej3RFRc5K0wGZnshyxIFRop3JE_50tb6xMiT0Bn7oXCoUSYj2uvxrC6bmAL3QniJBav7SWL9NYLwhQBFzn1iofHMWKa4TAbBYuwILc62lxYYGb9m8-gD_2iO3mOTjpQDgIFZui0QBAyfHxVfUo29b_CWcoYKI8hTCO8/s724/2024.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="483" data-original-width="724" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiVN-G4h2-DY7g6qmUv-oXaR74-ej3RFRc5K0wGZnshyxIFRop3JE_50tb6xMiT0Bn7oXCoUSYj2uvxrC6bmAL3QniJBav7SWL9NYLwhQBFzn1iofHMWKa4TAbBYuwILc62lxYYGb9m8-gD_2iO3mOTjpQDgIFZui0QBAyfHxVfUo29b_CWcoYKI8hTCO8/s320/2024.jpg" width="320" /></a></div><p></p><p>Yikes. It's already March. Hopefully, you've mastered or are achieving good progress with your New Year's resolution(s) for 2024. </p><p>If you need another resolution to tackle this year or haven't yet selected one, now is a good time to review this list below. </p><p><b>New Year's Resolutions for leaders</b>:</p><ol><li><span style="font-family: inherit;">Don't micromanage</span></li><li><span style="font-family: inherit;">Don't be a bottleneck</span></li><li><span style="font-family: inherit;">Focus on outcomes, not minutiae</span></li><li><span style="font-family: inherit;">Build trust with your colleagues before a crisis comes</span></li><li><span style="font-family: inherit;">Assess your company's strengths and weaknesses at all times</span></li><li><span style="font-family: inherit;">Conduct annual risk reviews</span></li><li><span style="font-family: inherit;">Be courageous, quick and fair</span></li><li><span style="font-family: inherit;">Talk more about values more than rules</span></li><li><span style="font-family: inherit;">Reward how a performance is achieved and not only the performance</span></li><li><span style="font-family: inherit;">Constantly challenge your team to do better</span></li><li><span style="font-family: inherit;">Celebrate your employees' successes, not your own</span></li><li><span style="font-family: inherit;">Err on the side of taking action</span></li><li><span style="font-family: inherit;">Communicate clearly and often</span></li><li><span style="font-family: inherit;">Be visible</span></li><li><span style="font-family: inherit;">Eliminate the cause of a mistake</span></li><li><span style="font-family: inherit;">View every problem as an opportunity to grow</span></li><li><span style="font-family: inherit;">Summarize group consensus after each decision point during a meeting</span></li><li><span style="font-family: inherit;">Praise when compliments are earned</span></li><li><span style="font-family: inherit;">Be decisive</span></li><li><span style="font-family: inherit;">Say "thank you" and sincerely mean it</span></li><li><span style="font-family: inherit;">Send written thank you notes</span></li><li><span style="font-family: inherit;">Listen carefully and don't multi-task while listening</span></li><li><span style="font-family: inherit;">Teach something new to your team</span></li><li><span style="font-family: inherit;">Show respect for all team members</span></li><li><span style="font-family: inherit;">Follow through when you promise to do something</span></li><li><span style="font-family: inherit;">Allow prudent autonomy</span></li><li><span style="font-family: inherit;">Respond to questions quickly and fully</span></li><li><span style="font-family: inherit;">Return e-mails and phone calls promptly</span></li><li><span style="font-family: inherit;">Give credit where credit is due</span></li><li><span style="font-family: inherit;">Take an interest in your employees and their personal milestone events</span></li><li><span style="font-family: inherit;">Mix praise with constructive feedback for how to make improvement</span></li><li><span style="font-family: inherit;">Learn the names of your team members even if your team numbers in the hundreds</span></li><li><span style="font-family: inherit;">Foster mutual commitment</span></li><li><span style="font-family: inherit;">Admit your mistakes</span></li><li><span style="font-family: inherit;">Remove nonperformers</span></li><li><span style="font-family: inherit;">Give feedback in a timely manner and make it individualized and specific</span></li><li><span style="font-family: inherit;">Hire to complement, not to duplicate</span></li><li><span style="font-family: inherit;">Volunteer within your community and allow your employees to volunteer</span></li><li><span style="font-family: inherit;">Promote excellent customer service both internally and externally</span></li><li><span style="font-family: inherit;">Show trust</span></li><li><span style="font-family: inherit;">Encourage peer coaching</span></li><li><span style="font-family: inherit;">Encourage individualism and welcome input</span></li><li><span style="font-family: inherit;">Share third-party compliments about your employees with your employees</span></li><li><span style="font-family: inherit;">Be willing to change your decisions</span></li><li><span style="font-family: inherit;">Be a good role model</span></li><li><span style="font-family: inherit;">Be humble</span></li><li><span style="font-family: inherit;">Explain each person's relevance</span></li><li><span style="font-family: inherit;">End every meeting with a follow-up To Do list</span></li><li><span style="font-family: inherit;">Explain the process and the reason for the decisions you make</span></li><li><span style="font-family: inherit;">Read leadership books to learn</span></li><li><span style="font-family: inherit;">Set clear goals and objectives</span></li><li><span style="font-family: inherit;">Reward the doers</span></li><li><span style="font-family: inherit;">Know yourself</span></li><li><span style="font-family: inherit;">Use job descriptions</span></li><li><span style="font-family: inherit;">Encourage personal growth and promote training, mentoring and external education</span></li><li><span style="font-family: inherit;">Share bad news, not only good news</span></li><li><span style="font-family: inherit;">Start meetings on time</span></li><li><span style="font-family: inherit;">Discipline in private</span></li><li><span style="font-family: inherit;">Seek guidance when you don't have the answer</span></li><li><span style="font-family: inherit;">Tailor your motivation techniques</span></li><li><span style="font-family: inherit;">Support mentoring - both informal and formal mentoring</span></li><li><span style="font-family: inherit;">Don't interrupt</span></li><li><span style="font-family: inherit;">Ask questions to clarify</span></li><li><span style="font-family: inherit;">Don't delay tough conversations</span></li><li><span style="font-family: inherit;">Have an open door policy</span></li><li><span style="font-family: inherit;">Dig deep within your organization for ideas on how to improve processes, policies and procedures</span></li><li><span style="font-family: inherit;">Do annual written performance appraisals</span></li><li><span style="font-family: inherit;">Insist on realism</span></li><li><span style="font-family: inherit;">Explain how a change will impact employees' feelings before, during and after the change is implemented</span></li><li><span style="font-family: inherit;">Have face-to-face interaction as often as possible</span></li></ol><p><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-14348306035456146312024-03-04T00:00:00.002-06:002024-03-04T00:00:00.131-06:00My 10 Favorite Quotes From The Book, The 5 Levels Of Leadership<div class="separator" style="clear: both; text-align: center;"><a href="http://2.bp.blogspot.com/-kK6meo14ln8/TqXPQjiVseI/AAAAAAAAAVQ/DSUd1GkgiHY/s1600/5_Levels.jpg" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" height="320" src="https://2.bp.blogspot.com/-kK6meo14ln8/TqXPQjiVseI/AAAAAAAAAVQ/DSUd1GkgiHY/s320/5_Levels.jpg" width="211" /></a></div><p><span style="font-family: inherit;">Here are some of my favorites quotes from</span><span style="font-family: inherit;"> </span><b style="font-family: inherit;">John C. Maxwell</b><span style="font-family: inherit;">'s book, </span><em style="font-family: inherit;"><strong><a href="https://www.amazon.com/Levels-Leadership-Proven-Maximize-Potential/dp/1599953633/ref=sr_1_1?s=books&ie=UTF8&qid=1549149560&sr=1-1&keywords=the+5+levels+of+leadership">The 5 Levels of Leadership</a></strong></em><span style="font-family: inherit;"> that I believe should become a</span><span style="font-family: inherit;"> </span><b style="font-family: inherit;">must-read book</b><span style="font-family: inherit;"> </span><span style="font-family: inherit;">by any workplace/organizational leader:</span></p><ol><li><span style="font-family: inherit;">Good leadership isn't about advancing yourself. It's about advancing your team.</span></li><li><span style="font-family: inherit;">Leaders become great, not because of their power, but because of their ability to empower others.</span></li><li><span style="font-family: inherit;">Leadership is action, not position.</span></li><li><span style="font-family: inherit;">When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other.</span></li><li><span style="font-family: inherit;">If you have integrity with people, you develop trust. The more trust you develop, the stronger the relationship becomes. In times of difficulty, relationships are a shelter. In times of opportunity, they are a launching pad.</span></li><li><span style="font-family: inherit;">Good leaders must embrace both care and candor.</span></li><li><span style="font-family: inherit;">People buy into the leader, then the vision.</span></li><li><span style="font-family: inherit;">Bringing out the best in a person is often a catalyst for bringing out the best in the team.</span></li><li><span style="font-family: inherit;">Progress comes only from taking risks and making mistakes.</span></li><li><span style="font-family: inherit;">Leaders are measured by the caliber of leaders they develop, not the caliber of their own leadership.</span></li></ol>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-56920845794269513392024-03-02T09:05:00.001-06:002024-03-02T09:06:59.295-06:00Leadership Books To Read During Spring Break<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinpWOIDTCWuS2moezAFDyr5YXI6qMxNEQmMRJe8e8Q-FOe49Th_151iTM89Yu83cTz3-E9x2NAmiVhgtCcNb3aVuDvW5yHMT7l1BiLm_-JQJw4Mg-kxWe7tsJg20vrZkc67B53gCGvz7-JFjLOwtP9cAqWp18l6z2Zlopt9UY1INDChCF0i52EHFZ1Kpw/s849/vacation%20man%20in%20chair.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="565" data-original-width="849" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinpWOIDTCWuS2moezAFDyr5YXI6qMxNEQmMRJe8e8Q-FOe49Th_151iTM89Yu83cTz3-E9x2NAmiVhgtCcNb3aVuDvW5yHMT7l1BiLm_-JQJw4Mg-kxWe7tsJg20vrZkc67B53gCGvz7-JFjLOwtP9cAqWp18l6z2Zlopt9UY1INDChCF0i52EHFZ1Kpw/s320/vacation%20man%20in%20chair.jpg" width="320" /></a></div><p>Spring break is just around the corner for many people. When you have some downtime to relax and ready, I recommend these compelling books about leadership:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhAqLqGspheAfOSwYxMcg7LV2ZE4O33iD8-DvZUUJnJUkFhev3ZteHgj1B3riAfTGcjxx6UGYOJGB3hl9u8So1vRxiltMl9iWwXk1lzS2TDE1GxL-rJ4i9IcAwwqXTn4fEdF8jSCgSiE9OzT9AZRGP7LOl_-MxLFtldxt9-K_OyIGlcvWRGIbDj4-pnhDo/s3010/Act%20Like%20A%20Leader.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3010" data-original-width="2000" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhAqLqGspheAfOSwYxMcg7LV2ZE4O33iD8-DvZUUJnJUkFhev3ZteHgj1B3riAfTGcjxx6UGYOJGB3hl9u8So1vRxiltMl9iWwXk1lzS2TDE1GxL-rJ4i9IcAwwqXTn4fEdF8jSCgSiE9OzT9AZRGP7LOl_-MxLFtldxt9-K_OyIGlcvWRGIbDj4-pnhDo/s320/Act%20Like%20A%20Leader.jpg" width="213" /></a></div><br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZyekl4lZAiAmGC9dIxBqI5aoWYiFGK9ZZHesYNlD3cjgKAiXiQbsfz6z4vHCt3Gcd94QIovbZUIlq8fr1L6WTH-D25SN4tnQC4hKv1mqshhOJI345R7n4C0zL3xV8PZts4NRGtgDWH4B4l4iRsGCnExxxu7Lgbwc_hyphenhyphenDFS-R5NEfIEJzkByZF_N1g7IE/s1275/WEL%20hardcover%20-%20front%20cover%20-%20flat.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1275" data-original-width="788" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZyekl4lZAiAmGC9dIxBqI5aoWYiFGK9ZZHesYNlD3cjgKAiXiQbsfz6z4vHCt3Gcd94QIovbZUIlq8fr1L6WTH-D25SN4tnQC4hKv1mqshhOJI345R7n4C0zL3xV8PZts4NRGtgDWH4B4l4iRsGCnExxxu7Lgbwc_hyphenhyphenDFS-R5NEfIEJzkByZF_N1g7IE/s320/WEL%20hardcover%20-%20front%20cover%20-%20flat.jpg" width="198" /></a></div><br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjKJIVx6DVPEo_mY2LOGiTrUSAGY9RpGQ_NF0LMKBrfPjQIDgDiw8W3-UnHukzlWKzlYDtVXkhoZ_B2YEUBhesSJ0KGiHww3XEyzUWVo-mVFYe32LFi6akxlG_IacN-D-JAasVn3gNkB4Y8iHeMswx-no_aH5kt-10ywYCiOHCnVvySu9QiAhykdYvwpM0/s1530/Leading%20with%20Heart%20FINAL%20COVER.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1530" data-original-width="1082" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjKJIVx6DVPEo_mY2LOGiTrUSAGY9RpGQ_NF0LMKBrfPjQIDgDiw8W3-UnHukzlWKzlYDtVXkhoZ_B2YEUBhesSJ0KGiHww3XEyzUWVo-mVFYe32LFi6akxlG_IacN-D-JAasVn3gNkB4Y8iHeMswx-no_aH5kt-10ywYCiOHCnVvySu9QiAhykdYvwpM0/s320/Leading%20with%20Heart%20FINAL%20COVER.png" width="226" /></a></div><br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjThsI2L0U_u6KFBrA89IKo6X0HIoaJjp1KxVJB0LkOz7ah2e_k-vJj9VdbUF5OYai12OW8qOVUSV6J-hLFefMEIZcA0ril7DXVnKVficbNpYxwQYnxx9c3vRHsfeRAQAGQcT861RtNgQOxupAcjLnXWAXFlfNlHigUn3h_qs0FmeDsSgQQlbtJ-6FfUU/s3010/HougaardCarter10467_300dpi%20(1).jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3010" data-original-width="2000" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjThsI2L0U_u6KFBrA89IKo6X0HIoaJjp1KxVJB0LkOz7ah2e_k-vJj9VdbUF5OYai12OW8qOVUSV6J-hLFefMEIZcA0ril7DXVnKVficbNpYxwQYnxx9c3vRHsfeRAQAGQcT861RtNgQOxupAcjLnXWAXFlfNlHigUn3h_qs0FmeDsSgQQlbtJ-6FfUU/s320/HougaardCarter10467_300dpi%20(1).jpg" width="213" /></a></div><br /><p><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-90131498645386181512024-02-27T00:00:00.041-06:002024-03-01T15:23:37.520-06:00The What, Why And How Of Learning<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhiqPYF8_mtgmKb1oND0D9qkh7oGt0xJ05BpieSSY9ED4VoYJl8fZOQSjHiE5x3zOWdryY6TVhEztJ0SjyAvfMk2BD9OUlaH9rnMZnV5GMIS-Es0PJj2N1TFNflG35ih3rINA_b0mEAwKzrSBws154w8lEZMhEQOKRh6L_7E8UcytfcGQu9Tl4oof6vIN8/s2625/Education%20is%20Freedom%20Jacket%20(1).jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="2625" data-original-width="1763" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhiqPYF8_mtgmKb1oND0D9qkh7oGt0xJ05BpieSSY9ED4VoYJl8fZOQSjHiE5x3zOWdryY6TVhEztJ0SjyAvfMk2BD9OUlaH9rnMZnV5GMIS-Es0PJj2N1TFNflG35ih3rINA_b0mEAwKzrSBws154w8lEZMhEQOKRh6L_7E8UcytfcGQu9Tl4oof6vIN8/s320/Education%20is%20Freedom%20Jacket%20(1).jpg" width="215" /></a></div><br /><span style="color: #222222;"><span style="font-family: inherit;">In his book, <b><i><a href="https://www.amazon.com/Education-Freedom-Future-Your-Hands/dp/B0CH6X6BVB/ref=sr_1_1?crid=1AC7RHZ37UI02&dib=eyJ2IjoiMSJ9.PAAnhWmEbnyEkJ8Y19eVToOTiuSVaE_oOLmp4QgYRTTY1eV-ulP7B18RV9nl9em-_VWTbzE4z5tEyS-sdsgTLktJh-xAY1wJg_6tcIgBCEUKrl4RxnwS2vM2zW3_7aotSNa2toiM6IdqqVhRzsl6-_1nSa4Ubslg7vJxP2eW1pGxMZznAhWj1rBMBP9vUxBSq1D4oRzcFdRtKXbL1QST93E8yVabg6wpGArzOezp5cI._wVuIM9Kg8b-b0CC2YxJQiDKdKi02t8e13H7B5RwQtM&dib_tag=se&keywords=education+is+freedom&qid=1708446316&sprefix=education+is+freedo%2Caps%2C345&sr=8-1">Education is Freedom</a></i></b>, author
<b>James W. Keyes</b> recaps his learned business lessons for top management and CEOs at companies of all sizes. He covers:</span></span><p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"></p><ul style="text-align: left;"><li><span style="color: #222222;"><span style="font-family: inherit;">Discovering what customers truly care about. It’s
convenience, not products.</span></span></li><li><span style="color: #222222;"><span style="font-family: inherit;">Leading during times of turmoil. </span></span></li><li><span style="color: #222222;"><span style="font-family: inherit;">Developing the confidence to try again after a failure, and
to maintain composure in the face of critical media coverage.</span></span></li><li><span style="color: #222222;"><span style="font-family: inherit;">Forming strategic collaborations to rescue a dying company.</span></span></li></ul><p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">
<span class="a-text-italic">Plus, Keyes states that<i> Education Is Freedom</i></span> provides
the “what,” “why,” and “how” of learning. He outlines the importance of
education <span class="a-text-italic"><i>for</i></span> <span class="a-text-italic"><i>all</i></span> humankind and the power of education to
change our world.</span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #202122;"><span style="font-family: inherit;">Because of his lifelong commitment to
education, Keyes founded the <a href="https://educationisfreedom.org/"><b>Education is Freedom</b> <b>Foundation</b></a>, which
provides college scholarships for hard-working young students. In over 20
years since its inception, the foundation has helped nearly hundreds of thousands of students
find their path to higher education.</span></span><span style="background-color: white; color: #202122; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="background: white; color: #202122;">Keyes also served as chairman and chief
executive officer of Blockbuster, Inc., from 2007 to 2011. And in his book, he
shares much about his time at Blockbuster and that company’s journey, including this important insight in response to my question to him:</span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b style="font-family: inherit;"><span style="background: white; color: #222222;">Question</span></b><span style="background: white; color: #222222; font-family: inherit;">: Fair or not, “Don’t become another Blockbuster”
is often a phrase used to warn business leaders to not let their business
become obsolete or to not miss an opportunity to change their business model.
What do you want business leaders to know about why that phrase may be unfair
or why Blockbuster’s journey is misunderstood?</span><span style="background-color: white; color: #222222; font-family: inherit;"> </span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b><span style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; color: #222222;">Keyes</span></b><span style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; color: #222222;">: </span><span style="color: #222222;">Fair…but
for all of the wrong reasons. Most people leap to the conclusion that Netflix
killed Blockbuster…or that the company’s inability to change caused its demise.
Both are incorrect. Within the Blockbuster story is a rich set of lessons for
every businessperson but it has nothing to do with the change to streaming
technology. </span></span><span style="color: #222222; font-family: inherit;"> </span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="color: #222222;"><span style="font-family: inherit;">The
real story of Blockbuster is a story of the importance of cash flow and balance
sheet management during times of macro financial disruption. </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“You’ll find...in <i>Education is Freedom</i>...personal anecdotes from my own journey,
and the experiences of friends and those throughout history who have
successfully used education to change their own life and to enrich the lives of
others,” shares Keyes.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“The book is not a memoir, but instead intended to
provide examples from my life journey to show what is possible even with
seemingly impossible odds. It is intended to inspire others to accomplish the
impossible and to use education as their path to freedom.”</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Keyes calls his “<b>C-Suite Learning</b>” as the heart
of his book and a valuable road map to help readers form a path to his/her own
learning journey. The C-Suite Learning is:</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b><span style="font-family: inherit;">What to Learn <o:p></o:p></span></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul style="text-align: left;"><li><span style="font-family: inherit;"><b>Change</b>: embracing change and growing from adversity. </span></li><li><span style="font-family: inherit;"><b>Confidence</b>: the inner strength that makes us believe
in ourselves. </span></li><li><span style="font-family: inherit;"><b>Clarity</b>: making the complex simple through
communication.</span><span style="font-family: inherit;"> </span></li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b><span style="font-family: inherit;">How to Learn <o:p></o:p></span></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul style="text-align: left;"><li><span style="font-family: inherit;"><b>Critical Thinking</b>: the algebra of thought. </span></li><li><span style="font-family: inherit;"><b>Curiosity</b>: discovering the joy of wonder. </span></li><li><span style="font-family: inherit;"><b>Creativity</b>: enabling our inner child; this is
intelligence at play.</span><span style="font-family: inherit;"> </span></li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b><span style="font-family: inherit;">Why We Learn <o:p></o:p></span></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul style="text-align: left;"><li><span style="font-family: inherit;"><b>Collaboration</b>: leveraging the power of others working
together. </span></li><li><span style="font-family: inherit;"><b>Cultural Literacy</b>: growing from the richness of
diversity around us. </span></li><li><span style="font-family: inherit;"><b>Character</b>: establishing trust in ourselves and
integrity among all.</span><span style="font-family: inherit;"> </span></li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">One of the key takeaways from the book for me is where
Keyes explains that companies must find ways to have everyone embrace open and
honest communication. He states that building a culture of success also requires:</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul style="text-align: left;"><li><span style="font-family: inherit;"><b>Engagement</b> –
Team members must be in or out. Even those on the sidelines for any given play
must be engaged, at least mentally if not physically. The team must be fully
vested in collective success.</span><span style="font-family: inherit;"> </span></li><li><span style="font-family: inherit;"><b>Communication</b>
– from the top, from the bottom, and from peer to peer—is fundamental to the
collective success of the team. Team members must feel comfortable
communicating openly. They must feel safe expressing their ideas and trusting
each other to fulfill their respective roles.</span><span style="font-family: inherit;"> </span></li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“Information sharing and the proactive dissemination
of knowledge among the team will contribute to the culture of mutual benefit.
This environment will reward competency and the open sharing of best practices.
These behaviors result in a culture that those on the outside can see and feel.
They will notice a group, a company, and a team, that can accomplish any task,”
explains Keyes.</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an
advance copy of the book.</i></span><span style="background: white; color: #0f1111;"><br style="mso-special-character: line-break;" />
<!--[endif]--></span><span style="font-size: 12pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><o:p></o:p></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-56766616543034583062024-02-21T00:00:00.011-06:002024-02-21T19:15:51.698-06:00How To Be More Strategic<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilnXjcZzENVwSyufcT9CUitprAAo_wzouGtIB8Y-sE8RmjEuWgxXqUKWRxXmahtEX8tkWY02DW0x_AC1neMDVBBVy6BPEstLqRBkfjcAb1mC37HNPQM-01S1ntvLNrqpaOExd8jsgTkJGkkLNMxyUD2RPs2VasxxDBa6dguBV9X9RmX4Piay9OGLWJtFo/s2775/Strategic%20cover%20hi%20res.jpg" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="2775" data-original-width="1875" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilnXjcZzENVwSyufcT9CUitprAAo_wzouGtIB8Y-sE8RmjEuWgxXqUKWRxXmahtEX8tkWY02DW0x_AC1neMDVBBVy6BPEstLqRBkfjcAb1mC37HNPQM-01S1ntvLNrqpaOExd8jsgTkJGkkLNMxyUD2RPs2VasxxDBa6dguBV9X9RmX4Piay9OGLWJtFo/s320/Strategic%20cover%20hi%20res.jpg" width="216" /></a></div><p><span>"Today’s business leaders are faced with many challenges: intense competition, increased regulation, and the need for constant innovation. Therefore, it’s imperative that as a business leader you have the essential meta-skill to navigate your business with a thorough understanding of your current situation, vision to see the future destination, and the ability to create the path to reach it,” explains </span><b style="font-family: inherit;">Rich Horwath</b><span>, author of the book, </span><b style="font-family: inherit;"><i><a href="https://www.amazon.com/Strategic-Direction-Advantage-Executive-Excellence/dp/1394215339/ref=sr_1_1?crid=39QY0VZOA5LBR&keywords=strategic+rich+horwath&qid=1696774797&sprefix=strategic+ric%2Caps%2C135&sr=8-1">Strategic</a></i></b><span>. </span></p><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">He says that being strategic is to possess insight that leads to advantage. Strategic is the <b>opposite of unstrategic</b> that includes: </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Wondering aimlessly</b>, lacking direction, getting lost in the weeds. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Doing everything</b>, lacking the discipline to say no, and trying to be all things to all customers, both internally and externally. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Conducting meetings that take conversations down rabbit holes</b> that cause widespread frustration amongst the members of your group. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Fortunately, the book provides you with the blueprint for navigating those hurdles while being able to take a truly strategic approach to all facets of your business.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">Specifically, you’ll learn about Horwath’s <b>Strategic Quotient (SQ)</b>, a validated assessment tool which evaluates an individual’s ability to lead and think strategically. The SQ evaluates a leader’s current mindset and behaviors using the “3A Framework” – <b>acumen, allocation, action</b>. It identifies the building blocks of a strategic leader and pinpoints areas for improvement to help individuals reach their full potential.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">With Horwath’s guidance, leaders will master the four dimensions of strategic fitness that contribute to executive performance:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b>Strategy Fitness</b>: Ability to understand and develop strategy, set direction, allocate resources, make decisions, and create competitive advantage.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b>Leadership Fitness</b>: Leadership philosophy, personal performance, mental training, and ability to master time and calendar.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b>Organization Fitness</b>: Ability to create the appropriate business structure, evolve the business model, develop talent while planning for succession, and innovate.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b>Communication Fitness</b>: How to facilitate conversations, conduct effective collaboration, bring value to customers, and lead productive meetings.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">Some of my favorite takeaways from the book include:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">Strategic plans should clearly describe where the business is today, where it’s going, and how it’s going to get there. Inherent in that description is what you choose to do and—equally important—what you choose <i>not</i> to do.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">If your strategic plan is long, complicated, and not crystallized into a usable one- to two-page document, then there is work to be done. The longer the plan, the less likely it is to be updated with new insights and remain a relevant compass for your strategic direction.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">A company is only as good as its people. People are only as good as their actions. And actions are only as good as the thinking behind them.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">The best leaders practice the concept of servant leadership by ensuring their people are equipped with the knowledge, skills, and tools to effectively perform their functions.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">It takes a confident leader to invest a larger chunk of time exploring the right question to frame the challenge. As Albert Einstein espoused: “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.”<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p></o:p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhffQubz-5RJwkEXBVW_7DUHZEhaH1mcl4SAelEzAJcjRDsD5squ7Dt1mfr890OZfpxXUR4nuKx3RhYC35AE9Vo0pZTxzibr8WNZK33Eb1aXm13A1fFE-V1C3tmlS_stQgD2YwUTJuFVnNCswzeJ8QAu_p62EAaDMiXMSU5B4wIh6YpL3KDXqYqPfdG7eM/s3560/Strategic%20Headshot.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3560" data-original-width="3152" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhffQubz-5RJwkEXBVW_7DUHZEhaH1mcl4SAelEzAJcjRDsD5squ7Dt1mfr890OZfpxXUR4nuKx3RhYC35AE9Vo0pZTxzibr8WNZK33Eb1aXm13A1fFE-V1C3tmlS_stQgD2YwUTJuFVnNCswzeJ8QAu_p62EAaDMiXMSU5B4wIh6YpL3KDXqYqPfdG7eM/s320/Strategic%20Headshot.jpg" width="283" /></a></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; text-align: center;"><span style="font-family: inherit;"><span style="font-size: x-small;">Rich Horwath</span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">Horwath shares these additional insights with us:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><b>Question: Of the three unstrategic sins, which one plagues organizations and their leaders the most and why?<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b>Horwath</b>: Killing meetings. 83% of executives we surveyed said that their meetings were an unproductive use of time. If your car or television worked less than 20% of the time, would you keep them? People tolerate unproductive meetings because they become part of the culture—no agenda, starting late, people multitasking, and nothing decided. <span style="mso-spacerun: yes;"> </span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><b>Question: What is the primary takeaway you want readers to have after they have read your book?<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b>Horwath</b>: If you don’t increase your strategic fitness, you and your business will fail. To think, plan, and act strategically simply requires awareness, discipline, and focus—all of which are in short supply where the crack cocaine of the business world is multitasking. Both flood the brain with dopamine, provide a brief high, and kill your productivity.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><b>Question: What is the best first action to take for a business leader to become more strategic and to follow your book's advice?<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b>Horwath</b>: I define strategic as possessing insight that leads to advantage. The first step then to being strategic is to continuously be discovering insights. An insight is a learning that leads to new value. Hold yourself and your team accountable for generating, recording, and sharing one to three insights per week, and then find a place to house them in the future so you’re continually building your foundation of expertise.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;">With practical tools and dozens of real-world examples, <i>Strategic</i> shows you how to be more than tactical―and how to be truly strategic. There’s no better time than now to read this book.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book.</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-70210603216130090132024-02-20T00:00:00.038-06:002024-02-20T13:26:03.537-06:00Leadership Lessons From Lisa Lutoff-Perlo's Accomplished Career<p><span style="font-family: inherit;"> </span></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg23ALIom_LAockgIemw8So_ZIzZeB_QXpZK-p8EDv3O6zHpfeJ-Ogt_D3ICC2WKiiXZjOPk2wANzTQcY1_Ap42Z_jfROh2WrXvJ52ea9LfCauUME9bzht7RQboLcDJ2XxD85qc1sVYTpfFhXxqM7rJPAsRI0EAhnqopg2brUWJbqiZxsnkwOdhc-TAq6Y/s1950/making-waves%20(2)%20(1).jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1950" data-original-width="1300" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg23ALIom_LAockgIemw8So_ZIzZeB_QXpZK-p8EDv3O6zHpfeJ-Ogt_D3ICC2WKiiXZjOPk2wANzTQcY1_Ap42Z_jfROh2WrXvJ52ea9LfCauUME9bzht7RQboLcDJ2XxD85qc1sVYTpfFhXxqM7rJPAsRI0EAhnqopg2brUWJbqiZxsnkwOdhc-TAq6Y/s320/making-waves%20(2)%20(1).jpg" width="213" /></a></span></div><p></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">Today brings
the new and inspiring book, <b><i><a href="https://www.amazon.com/Making-Waves-Womans-Smarts-Courage/dp/1637744803/ref=sr_1_1?crid=1BZDK4P949C6I&keywords=making+waves+lisa+lutoff-perlo&qid=1705952785&sprefix=making+waves%2Caps%2C111&sr=8-1">Making Waves</a></i></b>, by <b>Lisa Lutof-Perlo</b>.
You will follow the impressive career journey of Lutoff-Perlo, from her stories
as an ambitious young woman to first women President and CEO of Celebrity
Cruises to Vice Chairman for External Affairs at Royal Caribbean Group.</span></span><span style="color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">In the book,
she reveals </span></span><span style="color: #222222;">how she navigated
an extraordinary four-decade journey with boundless energy, quick
wit, and the pursuit of excellence in the face of adversity.</span><span style="color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="color: #222222;">At the heart of her vivid stories of triumphs, hardships,
and never letting the word “no” dictate her destiny are <b>essential lessons</b>
such as:</span><span style="color: #222222;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"></p><ul style="text-align: left;"><li><span style="color: #222222;"><span style="font-family: inherit;">The importance of caring deeply for people and putting
others first.</span></span></li><li><span style="color: #222222;"><span style="font-family: inherit;">How to use your superpowers to set yourself apart from
other leaders.</span></span></li><li><span style="color: #222222;"><span style="font-family: inherit;">Why you don’t always need a linear plan—sometimes
it can be a long and winding journey.</span></span></li><li><span style="color: #222222;"><span style="font-family: inherit;">The value of looking at failure and setbacks as
success in progress.</span></span></li><li><span style="font-family: inherit;"><span style="color: #222222;">Why perseverance, resilience and tenacity are critical to
achieving success.</span><span style="color: #222222;"> </span></span></li></ul><p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKPzgIyvwC_07sUOss8kPd7iF4K2hq3QxBksODFt19wjQge0WygD3DeFuPc9oB5npw36WgTHYxSQYQ5giZfq8eg33HqRAI_Av1co3EHdIbnGoYmYZ6eOpHZtRrJTWiodEAlCSntb8M0vy5mK13KvbIcVAv5_w3t2IiG9tI9Rcg4AUTa2sftnwCRGiVo3c/s7552/LisaLutoffPerlo_PhotobyMartinCastaneda2%20(1).jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="7552" data-original-width="5037" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKPzgIyvwC_07sUOss8kPd7iF4K2hq3QxBksODFt19wjQge0WygD3DeFuPc9oB5npw36WgTHYxSQYQ5giZfq8eg33HqRAI_Av1co3EHdIbnGoYmYZ6eOpHZtRrJTWiodEAlCSntb8M0vy5mK13KvbIcVAv5_w3t2IiG9tI9Rcg4AUTa2sftnwCRGiVo3c/s320/LisaLutoffPerlo_PhotobyMartinCastaneda2%20(1).jpg" width="213" /></a></div><span style="color: #222222;"><div style="text-align: center;"><span style="font-size: x-small;">Lisa Lutoff-Perlo</span></div></span><p></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="color: #222222; font-family: inherit;"><b>Some of my favorite takeaways from the book are these leadership
lessons</b> from Lutoff-Perlo:</span><span style="color: #222222; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="color: #222222;"><span style="font-family: inherit;"><b>At the end of the day, everyone wants the same things in a
leader regardless of gender or subject matter expertise</b>. They all want and need
a leader who will stay true to the vision and strategy and support them in
their jobs so that they can achieve their goals. They also want a leader who
has courage and who inspires their employees.</span></span><span style="color: #222222; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="color: #222222;"><b>Failure is inevitable; it’s what we do with those “failures”
that counts.</b> “The greatest minds in the world know this, and they know that
true failure is only in not trying,” explains Lutoff-Perlo. “Every time we rise
up and meet the 'failure' or manage the 'mistake,' we are actually progressing
toward something greater. I’ve learned that failure is a very important
experience in your journey toward success,” adds Lutoff-Perlo.</span><span style="color: #222222;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="color: #222222;"><b>People aren’t looking for perfect leaders. They’re just
looking for leaders</b>. There’s a difference.</span><span style="color: #222222;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="color: #222222;"><b>It’s really the trust your team has in you as a leader that
will ultimately determine if they are going to stick around and go along with
the ride</b>.</span><span style="color: #222222;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="color: #222222;"><b>Difficult times are those that prove how strong your
leaders and your culture really are</b>.</span><span style="color: #222222;"> </span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="color: #222222;">In explaining why she wrote the book, Lutoff-Perlo says, “My
true motivation was to tell my story through the lessons I learned along the way
to make the navigation of your careers and lives easier. If I have helped in
any way – big or small – that will be my true reward."</span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the authors for sending me an
advance copy of the book.</i></span><span style="font-size: 12pt;"><o:p></o:p></span></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-10990867467389130182024-02-17T13:50:00.001-06:002024-02-17T13:50:31.138-06:00How To Harness Your Experiential Intelligence<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBBHSSmIfCY6r47JZNVgRvQe00Crfw8nAoYeKEF39_NZhSTmAyzftwdZ4LqptUDcgGsCHEAQ3kJEpI7JmFAPrr7b3BAdFK-0k1AHOLdjDnLWEEnr1gQlLyjkO97rEi1XamV_iDOlv4oAhQEdBQl1CSC1DOj4xCtthOqG5h2cWgopdsrNArPm1Y8TDC/s1948/experiential-intelligence%20(cover1).jpg" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="1948" data-original-width="1300" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBBHSSmIfCY6r47JZNVgRvQe00Crfw8nAoYeKEF39_NZhSTmAyzftwdZ4LqptUDcgGsCHEAQ3kJEpI7JmFAPrr7b3BAdFK-0k1AHOLdjDnLWEEnr1gQlLyjkO97rEi1XamV_iDOlv4oAhQEdBQl1CSC1DOj4xCtthOqG5h2cWgopdsrNArPm1Y8TDC/s320/experiential-intelligence%20(cover1).jpg" width="214" /></a></div><p>“Experiential Intelligence provides a new lens from which to view what makes you, you—and what makes your team and organization unique,” says <b>Soren Kaplan</b>, author of the book, <b><i><a href="https://www.amazon.com/Experiential-Intelligence-Experience-Personal-Breakthroughs/dp/1637742029/ref=sr_1_1?crid=3S5V3VC0F766D&keywords=experiential+intelligence&qid=1708199295&s=books&sprefix=experiential+intel%2Cstripbooks%2C354&sr=1-1">Experiential Intelligence</a></i></b>.</p><p></p><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Kaplan explains that over 100 years ago, we established IQ (Intelligence Quotient) to predict success. Then we explored Emotional Intelligence (EQ), the theory of multiple intelligences, and mindsets that broaden the definition of smarts.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">“Today, <b>Experiential Intelligence</b> (<b>XQ</b>) expands our understanding of what's needed to thrive in a disruptive world. While you can't change the past, your unique experiences and stories contain hidden strengths and untapped potential for the future,” explains Kaplan.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Experiential Intelligence is the combination of mindsets, abilities, and know-how</b> gained from your unique life experiences that empowers you to achieve your goals. It allows you to get in touch with the accumulated wisdom and talents you have gained over time through your lived experience.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Digging deeper:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><ul><li><b style="font-family: inherit;">Mindsets</b><span style="font-family: inherit;">: Your attitudes and beliefs about yourself, other people and the world.</span></li><li><span style="font-family: inherit;"><b>Abilities</b>: Your competencies that help you integrate your knowledge, skills, and experiences so you can respond to situations in the most effective way possible.</span></li><li><span style="font-family: inherit;"><b>Know-how</b>: Your knowledge and skills.</span> </li></ul><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">“Many organizations haven’t fully tapped into the mindsets, abilities, and know-how that inherently exists across their people and teams. Leaders first need to recognize that the reality of life, including in business, is that everyone brings the whole of who they are with them wherever they go, including both their strengths as well as self-limiting beliefs. Until companies embrace this fact, they’ll never reach their full potential.”<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">“For example, we may need to help people overcome their limiting mindsets, or help them uncover their hidden assets derived from their full set of life experiences, not just their work experience." </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><br /></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">"Developing XQ helps people become better leaders. Teams that harness their collective XQ achieve greater collaboration and innovation. Organizations that recognize XQ as a strategic imperative can more fully leverage their talent and transform their cultures by scaling the assets that exist across their people,” explains Kaplan.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">With powerful personal narratives, Kaplan reveals <b>how XQ can be leveraged to help anyone to</b>:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><ul><li><span style="font-family: inherit;">Become a better leader.</span></li><li><span style="font-family: inherit;">Increase team collaboration, innovation, and results.</span></li><li><span style="font-family: inherit;">Hire and develop talent using more strategic criteria.</span></li><li><span style="font-family: inherit;">Transform organizational culture.</span></li><li><span style="font-family: inherit;">Enhance personal growth.</span> </li></ul><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Book chapters 1—3</b> outline what Experiential Intelligence is, why it’s so important today, and how it relates to IQ and EQ.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Chapters 4—8</b> describe specific strategies and tools that you can use to further develop your XQ by growing it in yourself, amplifying it in your personal and professional relationships and assessing it over time.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Chapters 9—13</b> highlight how XQ applies in different contexts, including organizations, leadership, teams, and communities.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Be sure to note the <b>QR codes</b> at the beginning of each chapter. Those will take you to <b>videos</b> where Kaplan provides an overview of what you will read in the chapter, and he shares personal thoughts and ideas about the various chapter topics.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Additionally, toward the end of the book, Kaplan offers you a link to his <b>XQ Toolkit</b> – a practical set of digital tools that you can use to develop your Experiential Intelligence and apply it to your team and organization.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; text-align: center;"><span style="font-family: inherit;"></span></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7fYnglZ5MrgLm9vDqM7zZbrZzO_Y4eQEiJe0fo5bYDEVD34V8cmz3SOFZjkbhkIubw7jALqxxysRPWBpO3A5m1as5Kva3b0QcVEc6ERXx5lWVQPGzPwek_J5--mYuiHZN6to7ZpMbb2g5_1kcozjdLDfp-vkks3VjhL-wptYMxBwJ4VTwpCmdZvCi/s1076/Soren%20Kaplan%20Headshot%20(thumbnail_image001).jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1076" data-original-width="1008" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7fYnglZ5MrgLm9vDqM7zZbrZzO_Y4eQEiJe0fo5bYDEVD34V8cmz3SOFZjkbhkIubw7jALqxxysRPWBpO3A5m1as5Kva3b0QcVEc6ERXx5lWVQPGzPwek_J5--mYuiHZN6to7ZpMbb2g5_1kcozjdLDfp-vkks3VjhL-wptYMxBwJ4VTwpCmdZvCi/s320/Soren%20Kaplan%20Headshot%20(thumbnail_image001).jpeg" width="300" /></a></span></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; text-align: center;"><span style="font-family: inherit;"><span style="font-size: x-small;">Soren Kaplan</span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Kaplan shares these insights with us:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b>Question: Please further explain Experiential Intelligence?<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Kaplan</b>: Experiential Intelligence, or XQ for short, is your combination of mindsets, abilities, and know-how gained from your unique life experience.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Just like memorizing facts doesn't give you a high IQ, your Experiential Intelligence isn't merely what you've learned over time. It's how you perceive challenges, view opportunities, and tackle your goals.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Your XQ includes the beliefs and attitudes you hold about yourself, other people, and the world in general, along with the unique abilities that you’ve developed that make you, you.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b>Question: What can help advance one's XQ awareness and abilities?<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Kaplan</b>: Experiential Intelligence exists on three levels. The most tangible is your know-how, which includes your practical knowledge and skills. The second level involves your abilities, which guides how you apply your knowledge and skills to use them in the most effective way possible. Abilities can include higher order things like pattern recognition or managing uncertainty. Your mindsets are your attitudes and beliefs about yourself, other people, and the world, which can be conscious or subconscious.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Gaining greater self-awareness of your mindsets, abilities, and know-how plays a big part in developing your XQ. When you understand what led you to adopt certain mindsets for example, you increase your ability to consciously change them, which can lead to growth in your abilities and know-how.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b>Question: What is the role of Experiential Intelligence in business, i.e., for leadership, teams, and organizational culture?<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Kaplan</b>: Companies including Google, Apple, Tesla, IBM, Home Depot, Bank of America, Starbucks, and Hilton no longer require a university degree for an interview. These organizations understand that future success relies on way more than diplomas.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">So, the first big opportunity is to recognize the value of experience beyond just formal education and training. Hiring managers, team leaders, and talent and leadership development needs to seek out the higher order mindsets and abilities needed for the future versus pigeonhole people into narrow boxes.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Soren Kaplan, PhD, is an award-winning author, an affiliate at the Center for Effective Organizations at the University of Southern California (USC), a former corporate executive, founder of three Silicon Valley startups, and a columnist for <i>Inc.</i> magazine. He is an international keynote speaker and has led professional development programs for thousands of executives around the world, including Disney, NBCUniversal, Visa, PayPal, Colgate-Palmolive, Kimberly-Clark, Medtronic, Roche, Hershey’s, Red Bull, and many others.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p> </o:p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book..</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-77121501947679697842024-02-13T07:11:00.002-06:002024-02-13T07:11:28.836-06:00Seven Ways To Be A Collaborative Leader<div class="separator" style="clear: both; text-align: center;"><a href="http://4.bp.blogspot.com/-XH-LWnAKJ0U/Txq_Em2INqI/AAAAAAAAAaU/JMVieLYTyoY/s1600/iStock_000003173078XSmall%255B1%255D.jpg" style="font-family: "times new roman"; font-size: 16px; margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" height="240" src="https://4.bp.blogspot.com/-XH-LWnAKJ0U/Txq_Em2INqI/AAAAAAAAAaU/JMVieLYTyoY/s320/iStock_000003173078XSmall%255B1%255D.jpg" width="320" /></a></div><p><span style="font-family: inherit;"><span><b>Edward M. Marshall</b>'s book, </span><strong><em><a href="https://www.amazon.com/Transforming-Way-Work-Collaborative-Workplace/dp/0814402550/ref=sr_1_1?s=books&ie=UTF8&qid=1523800139&sr=1-1&keywords=transforming+the+way+we+work&dpID=51i8gBZRwrL&preST=_SY291_BO1,204,203,200_QL40_&dpSrc=srch">Transforming The Way We Work -- The Power Of The Collaborative Workplace</a></em></strong><span>, remains relevant today, more than a decade after Marshall wrote it.</span></span></p><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span style="font-family: inherit;">Particularly useful is the book's section that teaches readers how to be a <b>collaborative leader</b>.</span></div></div><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span style="font-family: inherit;"><span></span><span></span><br /></span></div></div><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span style="font-family: inherit;">Marshall says that there are <strong>seven different, important roles and responsibilities of collaborative leaders when leading teams</strong>, and those leaders should select the appropriate style to meet the team's needs.</span></div></div><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span style="font-family: inherit;"><span></span><span></span><br /></span></div></div><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span style="font-family: inherit;"><strong>The seven roles are</strong>:</span></div></div><ol style="font-variant-east-asian: normal; font-variant-numeric: normal;"><li><span style="font-family: inherit;"><strong>The leader as sponsor </strong>-- You provide strategic direction, boundaries and coaching for the team. You also monitor progress and ensure integrity in the team's operating processes.</span></li><li><span style="font-family: inherit;"><strong>The leader as facilitator </strong>-- You ensure that meetings, team dynamics, and interpersonal relationships function effectively. You also ensure internal coordination of activities among team members.</span></li><li><span style="font-family: inherit;"><strong>The leader as coach </strong>-- You provide support and guidance and you serve as a sounding board.</span></li><li><span style="font-family: inherit;"><strong>The leader as change agent/catalyst </strong>-- You hold team members accountable, make the unpopular decisions, energize the group to action and enable breakthroughs where possible.</span></li><li><span style="font-family: inherit;"><strong>The leader as healer </strong>-- You play the role of the mediator and serve as the catalyst to bring people together.</span></li><li><span style="font-family: inherit;"><strong>The leader as member </strong>-- You serve as part of the team, taking full responsibility for the success of the team and actively participate in the team's activities.</span></li><li><span style="font-family: inherit;"><strong>The leader as manager/administrator </strong>-- You serve in a traditional role of tackling the daily administrative responsibilities, processes, and systems essential to managing the boundaries within the larger organization or key stakeholders.</span></li></ol><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span style="font-family: inherit;">Within any collaborate workplace, leaders will find themselves fulfilling all seven of these roles at different times, and sometimes fulfilling a combination of the seven styles at the same time, while working with work groups and teams.</span></div></div><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span style="font-family: inherit;"><span></span><span></span><br /></span></div></div><div style="font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><div style="margin: 0px;"><span><span style="font-family: inherit;">Four years after Marshall wrote, <em>Transforming The Way We Work</em>, he penned, <em>Building Trust At the Speed Of Change</em>. Marshall won an award for excellence in organization development from the American Society for Training and Development. He holds degrees from Claremont McKenna College, Syracuse University and the University of North Carolina.<strong> </strong></span></span></div></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-44056555135753038982024-02-11T09:29:00.000-06:002024-02-11T09:29:01.681-06:00Characteristics Of A Great Vision Statement<div class="separator" style="clear: both; text-align: center;"><a href="https://1.bp.blogspot.com/-igi9SnkZjds/XR9rXnDA-HI/AAAAAAAAGrI/-W1dl-Ltd7AQi5ywnhCSTBuC2MPxDeXigCLcBGAs/s1600/Collaboration%2BImperative.jpg" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="900" data-original-width="1600" height="180" src="https://1.bp.blogspot.com/-igi9SnkZjds/XR9rXnDA-HI/AAAAAAAAGrI/-W1dl-Ltd7AQi5ywnhCSTBuC2MPxDeXigCLcBGAs/s320/Collaboration%2BImperative.jpg" width="320" /></a></div><p>Follow this advice, from the authors (<b>Ron Ricci</b> and <b>Carl Wiese</b>) of the, <b><i><a href="https://www.amazon.com/Collaboration-Imperative-Executive-Strategies-Organizations/dp/098394170X/ref=sr_1_1?crid=3TCN4GVGCTJO7&keywords=the+collaboration+imperative&qid=1562340224&s=books&sprefix=collaboration+im%2Caps%2C150&sr=1-1">Collaboration Imperative</a></i></b>, book for <b>how to create a great vision statement for your team (or company)</b>: </p><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></div><ul><li>A vivid, idealized and memorable description of a desired outcome.</li><li>Inspiring, energizing and helpful in creating a mental picture of your target.</li><li>Based on an “outside-in” perspective—focused on evolving customer needs rather than an insular, status quo mentality.</li><li>An enduring idea that galvanizes people to get behind something.</li><li>Compatible with the team’s agreed-upon goals and direction.</li><li>Something that every team member should be able to recite.</li><li>Broad enough to be meaningful for the entire duration of the team’s existence.</li></ul>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-34511718587992421692024-02-10T06:39:00.002-06:002024-02-10T06:39:53.948-06:00How To Build A World-Class Workplace Culture<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhd46vWOlX3a4s3FFwvVbbd93106r1Bf-RNJPeIh6VRIhquWYktJUAcG4zSNDcaFfwt3XRg_4zwjlUYzf4nn5NuUKnE8eI-xmZjiFl6_syzZcTcAe7XfPJ-zqCMvY3KmYe4E5s1o1e1gUuh28nTQj1pbFRJYDbxZ_0flHWGB8xH3qzNACGxdrSXrM6W/s821/Culture%20Cover.jpg" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="821" data-original-width="550" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhd46vWOlX3a4s3FFwvVbbd93106r1Bf-RNJPeIh6VRIhquWYktJUAcG4zSNDcaFfwt3XRg_4zwjlUYzf4nn5NuUKnE8eI-xmZjiFl6_syzZcTcAe7XfPJ-zqCMvY3KmYe4E5s1o1e1gUuh28nTQj1pbFRJYDbxZ_0flHWGB8xH3qzNACGxdrSXrM6W/s320/Culture%20Cover.jpg" width="214" /></a></div><p><span style="color: #1d1d1d;">“When it comes to culture, one of the most glaring issues is that far too many leaders do not recognize it as one of their greatest competitive advantages,” says </span><b style="color: #1d1d1d;">Matt Mayberry</b><span style="color: #1d1d1d;">, author of the new book, </span><b style="color: #1d1d1d;"><i><a href="https://www.amazon.com/Culture-Way-Leaders-Organization-Excellence/dp/1119913659/ref=sr_1_1?crid=21GL58LP69R9Q&keywords=culture+is+the+way&qid=1675097467&sprefix=culture+is+the+way%2Caps%2C140&sr=8-1">Culture Is The Way</a></i></b><span style="color: #1d1d1d;">.</span><span style="color: #1d1d1d;"> </span></p><p></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"><span style="color: #1d1d1d;">Mayberry, former linebacker for the Chicago Bears and now keynote speaker and global expert in leadership development, culture change, and organizational performance, took the lessons he learned on the field and in the locker room straight to the boardroom. </span></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"><span style="color: #1d1d1d;"><br /></span></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"><span style="color: #1d1d1d;">“Over time, I realized that the same characteristics that distinguish the best football teams are also required to succeed in business,” shares Mayberry. Those characteristics include:</span><span style="color: #1d1d1d; font-family: inherit;"> </span></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"></p><ul><li><span style="color: #1d1d1d;">A strong commitment to excellence.</span></li><li><span style="color: #1d1d1d;">An emphasis on teamwork.</span></li><li><span style="color: #1d1d1d;">Practicing like a champion every day.</span></li><li><span style="color: #1d1d1d;">Perseverance in the face of adversity.</span> </li></ul><p></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"><span style="color: #1d1d1d;">Other key lessons from sports coaches include these says Mayberry:</span><span style="color: #1d1d1d; font-family: inherit;"> </span></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"></p><ul><li><span style="color: #1d1d1d;">Develop a burning desire to improve culture.</span></li><li><span style="color: #1d1d1d;">Generate and bring positive energy daily.</span></li><li><span style="color: #1d1d1d;">Don’t just <i>manage </i>people, <i>coach</i> your people.</span> </li></ul><p></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"><span style="color: #1d1d1d;">Additionally, Mayberry explains that <b>culture is NOT</b> things such as:</span><span style="color: #1d1d1d; font-family: inherit;"> </span></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"></p><ul><li><span style="color: #1d1d1d;">The flexibility to work three days per week.</span></li><li><span style="color: #1d1d1d;">Reciting the company’s mission statement at team meetings.</span></li><li><span style="color: #1d1d1d;">Having ping-pong tables and other fun games in the office.</span> </li></ul><p></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"><span style="color: #1d1d1d;">Presented as an actionable playbook and in a very conversational style, Mayberry writes in his book about the confusion and negative misconceptions about culture and explores the <b>five roadblocks to cultural excellence</b>. Those are:</span><span style="color: #1d1d1d; font-family: inherit;"> </span></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes;"></p><ol><li><span style="color: #1d1d1d;">Lukewarm leadership buy-in.</span></li><li><span style="color: #1d1d1d;">All slogans and no action.</span></li><li><span style="color: #1d1d1d;">Temptation of instant gratification.</span></li><li><span style="color: #1d1d1d;">Distortion and distraction.</span></li><li><span style="color: #1d1d1d;">Lack of cascading change.</span><span style="color: #1d1d1d; font-family: inherit;"> </span></li></ol><p></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;">Additionally, creating a<b> Cultural Purpose Statement</b> (CPS) is a critical shares Mayberry. Your CPS should not be confused with a mission or vision statement. Instead, it’s designed to help your organization’s culture be defined and its fundamental foundation be made crystal clear. Additionally, it should be unique to your organization.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;">You can ask yourself at a minimum these questions as you formulate your CPS:</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"></p><ul><li><span style="font-family: inherit;">What do we deeply care about as an organization, both internally and externally?</span></li><li><span style="font-family: inherit;">Where are we now and where do we want to be?</span></li><li><span style="font-family: inherit;">What is our culture’s most significant impact area?</span></li><li><span style="font-family: inherit;">What experience do we hope our culture will provide?</span></li><li><span style="font-family: inherit;">Can we, as leaders, live up to this mantra or statement daily?</span><span style="font-family: inherit;"> </span></li></ul><p></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;">Finally, as you read the book, you’ll learn about the <b>five steps to build a world-class culture</b>:</span><span style="font-family: inherit;"> </span></p><p style="margin: 0in; mso-add-space: auto; mso-mirror-indents: yes; vertical-align: baseline;"></p><ol><li><span style="color: black;">Define Your Culture</span></li><li><span style="color: black;">Discover Through Collaboration & Inspiration</span></li><li><span style="color: black;">Launch, Cascade, & Embed</span></li><li><span style="color: black;">Drive Long-Term Impact</span></li><li><span style="color: black;">Leaders Blaze the Trail</span><span style="font-family: inherit;"> </span></li></ol><p></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="color: black;">“Building an extraordinary, sustainable culture takes time, effort, and energy,” says Mayberry. “It doesn’t happen overnight, and it may not happen in six months or a year.” However, Mayberry says that the more challenging the journey, the more special and fulfilling it will be when you reach your destination.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="text-align: center;"><span style="color: black;"><span style="font-family: inherit;"></span></span></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgKKFIVbYi-OLK9muoyhB98Oe4RYQoFPRq_PmINy4jkBYPlMYmTqvHwCW-wblHKNUFPyjMTbfa-BAP8F0kzAZ-Ud0Y0vWSRGSF3MeD1RaMlFyS8DtfR_66hfYWoDB1M7RlM9wQl9XSjzleH3yw7tck7JER_5BzNzkOyI6kVU6MNKxXV4beFkb0opmJm/s727/Matt%20Mayberry%20Head%20Shot.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="623" data-original-width="727" height="274" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgKKFIVbYi-OLK9muoyhB98Oe4RYQoFPRq_PmINy4jkBYPlMYmTqvHwCW-wblHKNUFPyjMTbfa-BAP8F0kzAZ-Ud0Y0vWSRGSF3MeD1RaMlFyS8DtfR_66hfYWoDB1M7RlM9wQl9XSjzleH3yw7tck7JER_5BzNzkOyI6kVU6MNKxXV4beFkb0opmJm/s320/Matt%20Mayberry%20Head%20Shot.jpg" width="320" /></a></span></div><p></p><p class="MsoNormal" style="text-align: center;"><span style="color: black;"><span style="font-family: inherit;"><span style="font-size: x-small;">Matt Mayberry</span></span></span><span style="font-family: inherit; text-align: left;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="color: black;">Mayberry shares these additional insights with us:</span><b> </b></p><p class="MsoNormal" style="mso-mirror-indents: yes; vertical-align: baseline;"><span style="font-family: inherit;"><b><span style="color: black;">Question: A recent </span></b><b><span color="windowtext">Glassdoor survey</span></b><b><span style="color: #4a86e8;"> </span></b><b><span style="color: black;">found +50% of employees said work culture is <i>more important </i>than pay. Why do you think workplace culture has become such a priority in recent years?</span></b></span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black;">Mayberry</span></b><span style="color: black;">: I believe it has always been a priority in some capacity, but Covid has accelerated its evolution and prioritization. Ultimately, culture is the factor that determines the overall employee experience and the performance of an organization. Every worker aspires to be a part of something much greater than simply increasing profits or just doing a job.</span><br style="mso-special-character: line-break;" /><!--[endif]--><o:p></o:p></span></p><p class="MsoNormal" style="mso-mirror-indents: yes; vertical-align: baseline;"><b>Question: What is the most common pain point of a company trying to change culture?</b><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black;">Mayberry</span></b><span style="color: black;">: There are numerous common pain points, but the most significant challenge is a lack of a committed leadership team dedicated to living and bringing the culture to life on a daily basis. And this leads to another common paint point, which is when the company’s culture is perceived as meaningless fluff that has no bearing on how it can assist employees on-the-job.</span><br style="mso-special-character: line-break;" /><!--[endif]--><o:p></o:p></span></p><p class="MsoNormal" style="mso-mirror-indents: yes; vertical-align: baseline;"><b>Question: Describe your notion of a Cultural Purpose Statement. How does it differ from the mission statements we’re used to companies issuing?</b><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black;">Mayberry</span></b><span style="color: black;">: The Cultural Purpose Statement (CPS) is nothing more than a mantra, theme, or word that defines the essence of your culture. It clarifies your company’s culture, ensuring complete alignment throughout the organization.</span></span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;">Most companies lack a defined culture. They have a mission statement that simply states why the company exists. The CPS is used internally to define your workplace culture. The leaders use this statement to unite the organization around a shared vision.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes; vertical-align: baseline;"><b>Question: What is the first step you’d give a leader to start transforming their workplace culture today?</b><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black;">Mayberry</span></b><span style="color: black;">: The first step I would recommend is not so much an action step as it is a mentality. And that is to fully commit yourself. Don’t simply tell the organization and all employees that culture is important, and then let it devolve into a lip service routine rather than the foundational core of your organization.</span></span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="color: black;">Once you’ve made the commitment as a leader, the next critical step is to raise awareness and alignment among the rest of the senior leadership team. At its core, especially in the beginning, building a great culture is simply an extension and reflection of the leaders’ commitment and performance.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="color: black;">To begin transforming your workplace culture immediately, its simplest form would be to define your culture and ensure that your values are clearly translated into repeatable daily behaviors that all employees can relate to. Every company has core values. The real question is whether those core values have been translated into specific daily behaviors that help to bring those values to life. This is a solid starting point that will set the tone for enhancing your workplace culture if done well and correctly.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgu7VToClKf6syfyJi61LWXWYOA-6JcKcg0btf4aySI1MMNnF5Iwj3l9Cdx7EDG0zXafn5Vcdn3vHYZHYjZNA8o2IsA_yfTKOr8bnyjHBQdZ9yWXmwKX790kZ6FUXt7yybazyRqwvTapNEn3iS1WLmj0oagpHoeUuhvWzemJZvlBNGZfa3T32M0QV9f/s724/Work%20Hybrid.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="483" data-original-width="724" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgu7VToClKf6syfyJi61LWXWYOA-6JcKcg0btf4aySI1MMNnF5Iwj3l9Cdx7EDG0zXafn5Vcdn3vHYZHYjZNA8o2IsA_yfTKOr8bnyjHBQdZ9yWXmwKX790kZ6FUXt7yybazyRqwvTapNEn3iS1WLmj0oagpHoeUuhvWzemJZvlBNGZfa3T32M0QV9f/s320/Work%20Hybrid.jpg" width="320" /></a></div><br /><div class="separator" style="clear: both;"><b>Question: How best does a leader build alignment and togetherness when the bulk of their team members are working from home and when some may have never been together in an office setting?</b><b> </b></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b>Mayberry:<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b>Ongoing Feedback & Adjustment</b> </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">First and foremost, it is crucial to recognize that there is no universal solution. The leaders who continue to thrive despite most of their team working from home were devoted to discovering what works best for their team and organization, and continually challenged the status quo. </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">Many people realized during the discovery process that these new working norms were more efficient in certain areas of their organization, while also consistently seeking feedback and ideas from team members. This is vital, as what works well for one team or organization may not have the same effect on another. It all boils down to identifying and cultivating the optimal working environment for team members to flourish. </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b>Voicing & Setting Clear Expectations</b> </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">Articulating and setting clear expectations and standards is important whether team members are in an office setting together or not, but it becomes even more important when the majority of team members work from home. </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">So much of building a great culture, especially in the early stages, is about ensuring complete and consistent alignment while also setting clear expectations for all team members. This isn't a mandate or form of micromanagement that I'm referring to, but rather being extremely clear about what's important from the start and then shifting to explaining why. </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">Some examples as it relates to working from home, could include providing a list of expectations for how internal team meetings will be run and conducted virtually. One organization I work with set the standard that all team members turn on their cameras to have some form of face-to-face interaction with colleagues. They then went into detail about why this was important and how it would benefit the team. </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">This one simple action completely altered the dynamic of virtual meetings because, prior to this, only about 10 or 20 team members had their cameras turned on. </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b>Balance is Key</b> </p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">It is essential to continue seeking the optimal balance. When most companies were forced to have employees to work from home, certain aspects of their processes, culture, and operations were greatly improved, but they also discovered that adopting a more hybrid approach would further improve the overall health and performance of the company. Constantly assessing and modifying existing methods of operation in order to advance and unleash peak performance is a characteristic of all great leaders. </p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;"></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">In order to build alignment and cohesion when the majority of team members are out of the office, it is essential for leaders to conduct frequent one-on-one check-ins with each team member. The leaders I observe who excel at this do so in such a casual yet genuine manner, and it becomes ingrained in their daily leadership practices. Individually connecting with team members can yield enormous benefits in terms of alignment and sense of connectedness, despite the fact that this won't solve all existing problems or replicate an office environment in its entirety.</p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">___</p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;">Mayberry's clients include JP MorganChase, Allstate Insurance, Phillips 66, Ambit Energy, Southern Glazer’s Wine & Spirits, Optum, Mack Trucks, Fifth Third Bank, Federal Bureau of Investigation, and WESCO.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit;">Prior to his current career, he was a linebacker for the Chicago Bears where Mayberry took the lessons he learned on the field and in the locker room straight to the boardroom. His playing days give him a unique perspective and platform to apply those lessons directly to business with a laser focus centered around leadership, culture, peak performance, and teamwork. These invaluable lessons as an athlete have been instrumental in helping him build stronger leadership teams and execute high–impact cultural transformations enhancing the performance of organizations in every sector for over a decade.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="mso-mirror-indents: yes;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book.</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-7944387458538987472024-02-09T09:48:00.002-06:002024-02-09T09:48:46.629-06:00How To Find What You Love And Love What You Do<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgieF9YDhwQpKzRMGSUCP3EtmgEjmLT5_lV-3T0R9huY2VaPpjk8TuyEdF_iMsbkKimVKCudGvNGFG_NBhCEsGc0OW92PPD0fsceO_S4-U20e93hDiS1HxhYzaBKVHzsLgx7faZ1xj5G5C01MU-iHpHkcrDG6FV5JmrPQalOc6grD8vST85QLSoBXah/s3022/Love%20and%20work.jpg" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="3022" data-original-width="2000" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgieF9YDhwQpKzRMGSUCP3EtmgEjmLT5_lV-3T0R9huY2VaPpjk8TuyEdF_iMsbkKimVKCudGvNGFG_NBhCEsGc0OW92PPD0fsceO_S4-U20e93hDiS1HxhYzaBKVHzsLgx7faZ1xj5G5C01MU-iHpHkcrDG6FV5JmrPQalOc6grD8vST85QLSoBXah/s320/Love%20and%20work.jpg" width="212" /></a></div><p><b>Do you have a chance to play to your strengths every day?</b></p><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Were you excited to go to work every day last week?</b> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">How you answer these two questions will determine if you are more likely to be successful, resilient, and engaged at work – and likely to do something great in your life by taking seriously what you love and expressing it in some sort of productive way. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">This is what bestselling author, <b>Marcus Buckingham</b>, explains in his book, <b><i><a href="https://www.amazon.com/Love-Work-Find-What-Rest/dp/1647821231/ref=sr_1_1?crid=4Q6SYJ7XJJ86&keywords=love+%2B+work&qid=1661370491&sprefix=love+%2B+work%2Caps%2C118&sr=8-1">Love + Work</a></i></b>. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“You've long been told to ‘Do what you love,’ shares Buckingham. “Sounds simple, but the real challenge is how to do this in a world not set up to help you. Most of us actually don't know the real truth of what we love—what engages us and makes us thrive—and our workplaces, jobs, schools, even our parents, are focused instead on making us conform. Sadly, no person or system is dedicated to discovering the crucial intersection between what you love to do and how you contribute it to others,” declares Buckingham. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Therefore, the need for Buckingham’s new book. A book that guides readers on how to center love in their lives and fend off common pitfalls tempting them off their path. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">In this highly personable, conversational, insightful, eye-opening, empowering and uplifting book, he shows you how to decode your own loves, turn them into their most powerful expression, and do the same for those you lead and those you love. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">More specifically, he teaches you how to:</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul><li><span style="font-family: inherit;">Use love to reveal your unique gifts.</span></li><li><span style="font-family: inherit;">Pinpoint what makes you stand out from anyone else.</span></li><li><span style="font-family: inherit;">Choose the right role on the team.</span></li><li><span style="font-family: inherit;">Describe yourself compellingly in job interviews.</span></li><li><span style="font-family: inherit;">Mold your existing role so that it calls upon the very best of you.</span></li><li><span style="font-family: inherit;">Position yourself as a leader in such a way that your followers quickly come to trust in you.</span></li><li><span style="font-family: inherit;">Make lasting change for your team, your company, your family, or your students. </span></li></ul><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">To help identify your loves, Buckingham recommends you:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Pay attention to what you pay attention to. And, realize that you have some things that you instinctively yearn to do—before you’ve even tried them, and you find your hand going up and your mind leaning in. These instincts are the first sign of love, and, they have wisdom within them. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Furthermore, he suggests you answer these love-seeking questions:<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b>When was the last time…<o:p></o:p></b></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul><li><span style="font-family: inherit;">You lost track of time?</span></li><li><span style="font-family: inherit;">You instinctively volunteered for something?</span></li><li><span style="font-family: inherit;">Someone had to tear you away from what you were doing?</span></li><li><span style="font-family: inherit;">You felt completely in control of what you were doing?</span></li><li><span style="font-family: inherit;">You surprised yourself by how well you did?</span></li><li><span style="font-family: inherit;">You were singled out for praise?</span></li><li><span style="font-family: inherit;">You were the only person to notice something?</span></li><li><span style="font-family: inherit;">You found yourself actively looking forward to work?</span></li><li><span style="font-family: inherit;">You came up with a new way of doing things?</span></li><li><span style="font-family: inherit;">You wanted the activity to never end? </span></li></ul><span><o:p></o:p></span><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“In all my research, it has been crushingly obvious that the most successful people found roles that a) </span><span style="font-family: inherit;">fulfilled their sense of purpose – they believed in the ‘why’ or the role, b) allied them with colleagues they trusted and admired—they connected to the ‘who’ of the role, and c) contained activities they loved—they enjoyed the role’s ‘what,’” shares Buckingham. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><i>Love + Work</i> provides you a roadmap for infusing love back into your work—and, on a broader scale, in your life.</span><o:p></o:p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPFad56a2SnD3T5pt8-0HjG7Co4t6yekbg1P387jUhJuX-t8AXLXDLn1SYKAcFJuaSFAH6zQyvEpcODr4Uarr-sHLJaHh-aofp-drCAmBIeJTgzrowmq1jH-t9CxZ4kcRy0dtIfywF3Q3zScqXYu1FpwObJEEg-bJiE2ER3gBXG2NaJo3lC3uCXqLH/s1602/BuckinghamMarcus_2022.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1602" data-original-width="1200" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPFad56a2SnD3T5pt8-0HjG7Co4t6yekbg1P387jUhJuX-t8AXLXDLn1SYKAcFJuaSFAH6zQyvEpcODr4Uarr-sHLJaHh-aofp-drCAmBIeJTgzrowmq1jH-t9CxZ4kcRy0dtIfywF3Q3zScqXYu1FpwObJEEg-bJiE2ER3gBXG2NaJo3lC3uCXqLH/s320/BuckinghamMarcus_2022.jpeg" width="240" /></a></div><div style="text-align: center;">Marcus Buckingham</div><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">I’ve always been a big fan of Buckingham’s work and his latest book further solidifies my commitment to learning from him. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book.</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-13208619040056526422024-02-07T09:49:00.000-06:002024-02-07T09:49:15.914-06:00Proven Techniques To Increase Positivity And Boost Success<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQ4fOsuejg2Ms4iZt4NCp1VGD-IUhgTnuEz0tV2M7lkQD0K0dHiGM7A_BZ-coWDINB2G3MA6CyHQ-zNhDZrcPgHLRStg4H2SdxhWzan5bbnsxPinhwOzf6VzEmqc4Gq7-dQzHoYPj3CmZSoDVJv_Lho4XraqScomrEnzaHt1zaU5DazefSlYP_nYJVKa0/s2775/Neg.jpg" style="font-family: inherit; margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="2775" data-original-width="1838" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQ4fOsuejg2Ms4iZt4NCp1VGD-IUhgTnuEz0tV2M7lkQD0K0dHiGM7A_BZ-coWDINB2G3MA6CyHQ-zNhDZrcPgHLRStg4H2SdxhWzan5bbnsxPinhwOzf6VzEmqc4Gq7-dQzHoYPj3CmZSoDVJv_Lho4XraqScomrEnzaHt1zaU5DazefSlYP_nYJVKa0/s320/Neg.jpg" width="212" /></a></div><p><span style="background-color: white; color: #0f1111; font-family: inherit;">Here is a new book I imagine nearly everyone will benefit from. It is, </span><b style="background-color: white; color: #0f1111; font-family: inherit;"><i><a href="https://www.amazon.com/Negativity-Fast-Techniques-Increase-Positivity/dp/1119985889/ref=sr_1_1?crid=2M1V79D4JWCZA&keywords=the+negativity+fast&qid=1699631388&sprefix=the+negativity+fast%2Caps%2C143&sr=8-1">The Negativity Fast</a></i></b><span style="background-color: white; color: #0f1111; font-family: inherit;">. It's both a self-help book and a book for leaders who want to lead with positivity.</span></p><div><span style="font-family: inherit;"><span style="background-color: white; color: #0f1111; font-family: inherit;">At the core of the book is a thirteen-week negativity fast, during which you’ll progressively eliminate sources of negativity in your life for 90 days. And then from that point, you’ll have a new outlook on life and will have learned how to use gratitude to completely transform your mental outlook as you reframe the negative events in your life into events that made you stronger, more resilient, and better prepared for future setbacks.</span><span style="background-color: white; color: #0f1111; font-family: inherit;"> </span></span><p></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="color: #0f1111;">“My goal is to help you reduce the time you spend in a negative state and increase the time you are positive,” explains the book’s author, <b>Anthony Iannarino</b>.<o:p></o:p></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="color: #0f1111;"> </span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><span style="color: black;">Particularly for business leaders, the book</span><span style="color: #0f1111;"> </span><span style="color: #222222;">offers easy-to-follow lessons on l</span><span style="color: #0f1111;">earning to lead with positivity for effective change throughout your team and organization. The evidence-based exercises will give you a firsthand look at the tendency of external negativity to create internal turmoil and stress and exactly how to reduce those feelings.</span><span style="color: #222222;"><o:p></o:p></span></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b><span style="color: black;"> </span></b><span style="color: #222222;"><o:p></o:p></span></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="color: black;">Each book chapter provides practical, tactical strategies, which will help you remove negativity, such as:</span><span style="color: #222222; font-family: inherit;"> </span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"></p><ul><li><span style="font-family: inherit;"><b>Why You Are Negative</b>: What is the science of why we are negative and how does our current environment cause us to be more negative.</span></li><li><span style="font-family: inherit;"><b>Talking Yourself Into a Negative State</b>: How we talk ourselves into a negative state and how to talk ourselves out that state. Your inner voice isn’t always helpful.</span></li><li><span style="font-family: inherit;"><b>Empathy and How to Lie to Yourself</b>. Learn to lie to yourself in a way that can remove your negativity, especially when it comes to other people.</span></li><li><span style="font-family: inherit;"><b>How to Stop Complaining</b>: To feel better more of the time, train yourself to stop complaining.</span></li><li><span style="font-family: inherit;"><b>How to Live with Political Divisiveness</b>: Politics makes a lot of people miserable. Here you will learn to be positive despite today's extreme political divineness, no matter which party you support.</span></li></ul><p></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><b><i><span style="color: black;">The Negativity Fast</span></i></b><span style="color: #0f1111;"> is an inspiring new approach to improving your outlook, leadership techniques, resilience, and productivity. You’ll learn to harness the power of positivity, optimism, and empathy as you steadily reduce the sources of negativity you expose yourself to and replace them with positive influences. It is a can’t-miss resource for anyone involved in high-stress, high-stakes work, as well as managers, executives, and other business leaders.</span><span style="color: #222222;"><o:p></o:p></span></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><span style="color: #0f1111;"> </span><span style="color: #222222;"><o:p></o:p></span></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="font-family: inherit;"><span style="color: #0f1111;">Iannarino<b> </b>has twenty years of experience selling and leading sales forces in the staffing industry. He is the writer and publisher of </span><span style="color: #1155cc;"><a href="http://thesalesblog.com">thesalesblog.com</a></span><b><span style="color: #0f1111;"> </span></b><span style="color: #0f1111;">and helps organizations transform outdated, legacy sales approaches with contemporary, value-creating techniques that buyers appreciate and that grow revenue.</span></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="color: #0f1111;"><br /></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span style="color: #0f1111;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book.</i></span></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in;"><span face=""Arial",sans-serif" style="color: #0f1111; font-size: 12pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"> </span></p></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-52226958957028496102024-02-06T00:00:00.039-06:002024-02-09T18:56:18.525-06:00Learn MBA Skills In 12 Weeks<p><span style="background-color: white; color: #0f1111; font-size: 12pt;"></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgBwWjzmJExeuwEQ8JQ3ABxLh4sbKJtdsSatoEry2tub41e5Rascf0pOOAqAZxcFiH8AL84rSQY1BA4c4e4GbFw2j6J8upIkSmBVdS6dqfWR3-P9dd_jZgmurIz-YzvUsiAz7Dptg8oe56e5YZTa_S7YnaGMDMs5hHwoqg6OcsB7ZJZF1wBnhXwxsB0hhI/s2775/12WeekMBA_HC.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="2775" data-original-width="1838" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgBwWjzmJExeuwEQ8JQ3ABxLh4sbKJtdsSatoEry2tub41e5Rascf0pOOAqAZxcFiH8AL84rSQY1BA4c4e4GbFw2j6J8upIkSmBVdS6dqfWR3-P9dd_jZgmurIz-YzvUsiAz7Dptg8oe56e5YZTa_S7YnaGMDMs5hHwoqg6OcsB7ZJZF1wBnhXwxsB0hhI/s320/12WeekMBA_HC.jpg" width="212" /></a></div><br /><span style="font-family: inherit;"><span style="background-color: white; color: #0f1111;">Getting an MBA takes time and money, making it inaccessible
to many people who want to take charge in the business world. </span><span class="a-text-italic" style="color: #0f1111;"><b><i><a href="https://www.amazon.com/12-Week-MBA-Learn-Skills-Business/dp/0306832364/ref=sr_1_1?crid=GGLXGOA7LFN1&keywords=the+12+week+mba&qid=1705952844&sprefix=the+12+week+mba%2Caps%2C109&sr=8-1">The 12-Week MBA</a></i></b></span><span style="background-color: white; color: #0f1111;"> offers an
alternative way to learn business essentials by focusing on the skills and knowledge
required to succeed as both a manager and a business leader.</span><span style="background-color: white; color: #0f1111;"> </span></span><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">“This book is the result of what we have learned teaching
leadership and business acumen classes to rising and senior leaders at <i>Fortune
500</i> companies for twenty years,” share authors <b>Nathan Kracklauer</b> and
<b>Bjorn Billhardt</b>.<span class="a-text-bold"><o:p></o:p></span></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;"><br />
<span class="a-text-italic"><i>The 12-Week MBA</i></span>’s unique premise is
that business leaders in any industry, any function, and at any level need the
same core knowledge, skills, and attitudes to effectively manage and
lead. <o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">That core consists of working through and with other people
to create value while using financial concepts and metrics to maximize the
value created for all company stakeholders. The timeless essence of
managing numbers and leading people can be learned in less time and at a lower
cost than in a traditional two-year MBA, where much of the curriculum may
become obsolete by the time students graduate. <o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">In addition, the book provides an excellent
glossary of most used terms within business. <b>And it links you to a website where
you alone or in a group can supplement your reading with some interactive
exercises and resources</b>.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">One of my favorite takeaways from the book is where the authors explain that anyone can act like a leader, but the more
visible you are, the more impact you will have as you:<o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><ul style="text-align: left;"><li><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Communicate the organizational vision.</span></span></li><li><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Model cooperative behavior.</span></span></li><li><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Call attention to and recognize cooperative
behavior.</span></span></li></ul><p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"><br /></span></o:p></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"></span></o:p></span></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjmr1Ljpe1FHVvwqlp-OCpyNS1XW2wAt0iPAkJhyVTI-2OhNMO3-Z20fdzdkTw14I7lZ0GJfuVIFjiz6wGzrw0bZIrszRTFpqFPjysxxxvL0NINAwGvxXUzvzTAS20IsSQDKWgJt7A4NTm8XK7FeIuDII910VXU3CJwwx5WEv9xOnqiqR_jyrI6RUE2bOU/s6484/BjornBillhardt.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="6484" data-original-width="4323" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjmr1Ljpe1FHVvwqlp-OCpyNS1XW2wAt0iPAkJhyVTI-2OhNMO3-Z20fdzdkTw14I7lZ0GJfuVIFjiz6wGzrw0bZIrszRTFpqFPjysxxxvL0NINAwGvxXUzvzTAS20IsSQDKWgJt7A4NTm8XK7FeIuDII910VXU3CJwwx5WEv9xOnqiqR_jyrI6RUE2bOU/s320/BjornBillhardt.jpg" width="213" /></a></span></div><div style="text-align: center;"><span style="font-family: inherit;"><span style="font-family: inherit;"><span style="font-size: x-small;">Bjorn Billhardt</span></span></span></div><p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p><p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p></o:p></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrfG4Yoeo7cMGFOgnspXsocpxDB9zRnajZgG-9HuH5iTd3tWjIKhzovurabbxW7T2YDfnTJxlVfQogrMPSZIR_83h5dQW3b3Gu0TCD5rq-eWRXiUgAq8VO8fZEya_W3Adhthv0pR-cxUuVYM97uq9usG8ou-zjezV3XGM3eXfV3GsQAfSSi_spIkuf1PU/s6720/NathanKracklauer.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="6720" data-original-width="4480" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrfG4Yoeo7cMGFOgnspXsocpxDB9zRnajZgG-9HuH5iTd3tWjIKhzovurabbxW7T2YDfnTJxlVfQogrMPSZIR_83h5dQW3b3Gu0TCD5rq-eWRXiUgAq8VO8fZEya_W3Adhthv0pR-cxUuVYM97uq9usG8ou-zjezV3XGM3eXfV3GsQAfSSi_spIkuf1PU/s320/NathanKracklauer.jpg" width="213" /></a></div><span style="font-family: inherit;"><div style="text-align: center;"><span style="font-family: inherit;"><span style="font-size: x-small;">Nathan Kracklauer</span></span></div></span><p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #0f1111; font-family: inherit;">Today, the authors answer these questions for
us:</span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Question</b>:
<b>How will readers benefit from making the book part of a book club experience
as you recommend readers do?<o:p></o:p></b></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black;">Billhardt </span></b><span style="color: black;">and <b>Kracklauer</b>: </span>Learning
is fundamentally a social activity. As we process new ideas -- including from management
books! -- we're always looking for social validation. "I found this
concept difficult -- does the problem lie with me?" or "This is news
to me -- has everyone else known this all along?" When we're in a book
club, we get that social validation. "Whew, I thought I was alone, but I'm
not" is comforting. "Whoa, I really need to up my game" induces
anxiety. <o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><br /></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">The cocktail of comfort
and anxiety you get when you benchmark yourself against your peers is just one
of the many ways a social learning experience like a book club can help keep
you interested and focused.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">For our book,
forming a reading group with professional peers would be especially helpful, </span><span style="font-family: inherit;">inside or outside
the organization in which you work.</span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Question</b>:
<b>How does spending 12 weeks using the book compare to the length of time to
earn an MBA degree?<o:p></o:p></b></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black;">Billhardt </span></b><span style="color: black;">and <b>Kracklauer</b>: </span>Although
MBA programs may be offered in both 1-year and 2-year versions, twelve weeks is
decidedly quicker than either option! We’re able to get to that length by going
deep into the areas that we believe really count. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">We chose where to
go deep based on what we observed from delivering leadership training programs
in hundreds of global companies and what we ourselves experienced running our
own two companies. We found that what really matter divides into two broad
areas:<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><i>Numbers</i>:
Understanding how managerial decisions create value; how we measure value using
financial analysis; and how we use the language of finance to communicate
inside and outside the organization.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><i>People</i>:
How to cultivate everyone’s quirky talents to achieve great things; how to get a
team to act as one even when we all bring different perspectives; how to shape organizations
so they don’t just perform today but perform better tomorrow. <o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">When it comes to
Numbers, the traditional MBA goes much further than all but accountants, M&A
specialists, and Wall Street wizards need. When it comes People, most
traditional MBAs offer little that prepares you for the daily challenges of
working with a team, with direct reports or working alongside other leaders.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Besides Numbers
and People, traditional MBAs cover a lot of other topics, such as marketing and
operations management that are fascinating, of course. But we leave them out of
our book because they are neither timeless nor universal. Either the
state-of-the-art changes too quickly </span><span style="font-family: inherit;">for a book or an
MBA program to keep up with. Or the knowledge and expertise are too unique to
specific industries and business functions to matter to the average aspiring
manager.</span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b>Question</b>:
<b>By reading <i>The 12-Week MBA</i> book what will readers get most versus
what they will miss from completing an MBA degree curriculum?<o:p></o:p></b></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b><o:p><span style="font-family: inherit;"> </span></o:p></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: black;">Billhardt </span></b><span style="color: black;">and <b>Kracklauer</b></span>:
The true value proposition of the traditional MBA is that it supplies you with
a network of like-minded people, many of whom are already well connected. And
it gives you the signaling value of a credential. No book can offer a
privileged network or a prestigious credential. But reading a book can give you
the knowledge and concepts to confidently reach for the rung on the career
ladder right now, without going into five or six-figure debt and giving up two
years of your life.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">But if the book
is not enough, and you want opportunities to apply the skills and knowledge in
it, we offer a <a href="https://www.abilitie.com/12-week-mba/"><b>live online curriculum</b></a> that is hands-on and led by faculty with
business experience, </span><span style="font-family: inherit;">and in which you
collaborate with peers who can form the core of a professional network.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">___</span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">Authors Bjorn Billhardt and Nathan Kracklauer are senior
executives at <a href="https://www.abilitie.com/"><b>Abilitie</b></a>, a global leadership development company that has served
over 100,000 learners in fifty countries. Abilitie’s clients include some
of the world’s most recognizable brands such as Coca-Cola, <i>The New York
Times</i>, and Dell. <o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><o:p><span style="font-family: inherit;"> </span></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance
copy of the book.</i></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #222222; font-size: 12pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 0pt; mso-ligatures: none;"><o:p> </o:p></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-50412357114614330292024-02-04T07:17:00.000-06:002024-02-04T07:17:06.175-06:00How To Build Resilient And Thriving Teams <p> </p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSrLuXmNxWjrSWkt-4TEEZdYvbedY0W8aszjhzAw-rHlJlEdM4S9To7qY6D9h9C03lpsfW9keVFjO012yBhtLMsiz1lwfX0nqQ9Q26SjHOmBMCNww6JBUMvOc4vDZo0BnFB2t0vR9A4EQVq5xGovUXlXg6iFihI24IYf7GaJPD4ArU4rvYkdgP502OLWI/s1022/Wellbeing%20at%20Work%20jacket.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1022" data-original-width="702" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSrLuXmNxWjrSWkt-4TEEZdYvbedY0W8aszjhzAw-rHlJlEdM4S9To7qY6D9h9C03lpsfW9keVFjO012yBhtLMsiz1lwfX0nqQ9Q26SjHOmBMCNww6JBUMvOc4vDZo0BnFB2t0vR9A4EQVq5xGovUXlXg6iFihI24IYf7GaJPD4ArU4rvYkdgP502OLWI/s320/Wellbeing%20at%20Work%20jacket.jpg" width="220" /></a></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><i><a href="https://www.amazon.com/Wellbeing-at-Work-Jim-Clifton/dp/1595622411/ref=sr_1_1?crid=2S82IHMCDQ5T6&keywords=wellbeing+at+work+gallup&qid=1707052418&sprefix=wellbeing+at+work%2Caps%2C198&sr=8-1">Wellbeing At Work</a></i></b>
is an essential read for leaders who want to create a thriving and resilient workplace
culture. Doing so is critical when you consider Gallup’s research of a few years
ago that found that one-third of Americans have shown signs of clinical anxiety
or depression.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">To strengthen
wellbeing in the workplace the book provides leaders various solutions, including
a new metric to track suffering, struggling, and thriving — <b>Gallup Net
Thriving</b>.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">In addition, the
book covers:</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><ul style="text-align: left;"><li><span style="font-family: inherit;"><span style="color: black;">The five elements of
wellbeing: career, social, financial, physical, community.</span></span></li><li><span style="font-family: inherit;"><span style="color: black;">Why career wellbeing is
the foundation of the best possible life.</span></span></li><li><span style="font-family: inherit;"><span style="color: black;">How net thriving teams can
improve businesses, neighborhoods, and governments.</span></span></li><li><span style="font-family: inherit;"><span style="color: black;">Why wellbeing initiatives
work substantially better when people have great managers who engage them in
their work first and establish trust.</span></span></li><li><span style="font-family: inherit;"><span style="color: black;">Why
the fastest road to net thriving is playing to each individual’s strengths.</span></span> </li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">“As workplaces
around the world face the challenges of an increasingly remote workforce
perhaps forever changed by the coronavirus pandemic, it has never been more
important to measure and expand wellbeing in organizations,” explain the book
authors <b>Jim Clifton</b> and <b>Jim Harter</b>.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">The authors further
share that most people spend one-third or more of their waking time working.
Gallup’s analytics and academic research show that there is a reciprocal
relationship between work and life overall—that is, people take their work
experience home and their home experience to work. “Organizations demand a
person’s full energy at work. It is in both the individual’s and the organization’s
best interest for people to thrive in all aspects of their life,” say Clifton
and Harter.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">“<b>The quality
of an employee’s work experience has three times the impact on their overall
wellbeing as the number of hours they work</b>,” report the authors.<o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><span style="color: black;">Other Gallup findings from its </span><span style="color: black;">1</span><span style="color: #222222;">00 million global interviews
across 160 countries to measure wellbeing in the daily lives of more than 98%
of the world’s population are:<o:p></o:p></span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: black;"><span style="font-family: inherit;">By increasing the ratio of
employees who know what is expected of them from one in two to eight in 10,
organizations can realize a <b>22% reduction in turnover, a 29% reduction
in safety incidents and a 10% increase in productivity</b>.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: black;"><span style="font-family: inherit;"> <o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: #222222;">Thriving employees have
53% fewer missed days due to health issues.</span></b><span style="color: #222222;"> Suffering and struggling
employees have substantially higher disease burden due to diagnoses of
depression and anxiety, among others. This translates into big differences in
productivity.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #222222;"><span style="font-family: inherit;"> <o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><b><span style="color: #222222;">Thriving individuals are
20% more likely to have thriving team members.</span></b><span style="color: #222222;"> Peers have a major
influence because they can measure and compare their struggles and successes.<o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #222222;"><span style="font-family: inherit;"> <o:p></o:p></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="color: #222222;"><span style="font-family: inherit;">Actively disengaged
workers will change jobs for almost any raise, while <b>the majority of
engaged workers would require more than a 20% raise to leave their current
company.<o:p></o:p></b></span></span></p>
<p class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><b><span style="color: #222222;"><o:p><span style="font-family: inherit;"> </span></o:p></span></b></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Taking all this
into consideration, it is vitally important for organizations to focus on <b>career
wellbeing</b> of their employees. That includes taking these actions:</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><ul style="text-align: left;"><li><span style="font-family: inherit;">Make sure
everyone in your organization knows their strengths.</span></li><li><span style="font-family: inherit;">Remove abusive
managers.</span></li><li><span style="font-family: inherit;">Upskill managers
to move from boss to coach.</span></li><li><span style="font-family: inherit;">Make wellbeing
part of career development conversations.</span> </li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Other recommendations
for leaders include:</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><ul style="text-align: left;"><li><span style="font-family: inherit;">Publicly
recognize your team’s most productive partnerships.</span></li><li><span style="font-family: inherit;">Ask coworkers to
share their health strategies and successes. People will connect naturally as
they learn more about each other’s processes and goals.</span></li><li><span style="font-family: inherit;">Ensure managers
give frequent and meaningful feedback. The combination of autonomy and
meaningful feedback is the magic formula that produces the greatest benefit.</span></li><li><span style="font-family: inherit;">Use community
volunteering as employee socializing time. Encourage employees to work together
on shared community goals.</span> </li></ul><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">“Create regular opportunities
for employees to get to know one another through work. Then let human nature prevail,”
say Clifton and Harter.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><br /></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEivT1G7ZPDQXTC-CqhJDMLQR_k-lesv5Cd1GFH6MukGlqkhB77zm2sJQmxLPvmCOc-lcIV9-hhJLs-DLy-26TVYE5rd5sarIMcyHJkqy7aT3icVSiwLA1oPaFp1EYN-mSJNf-5wn2VZhyS0LhlFnrIIwKD55l4babls4jek1lM7lZrgFACX_UIC8jCbVJ4/s5597/Jim%20Clifton.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="5597" data-original-width="3731" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEivT1G7ZPDQXTC-CqhJDMLQR_k-lesv5Cd1GFH6MukGlqkhB77zm2sJQmxLPvmCOc-lcIV9-hhJLs-DLy-26TVYE5rd5sarIMcyHJkqy7aT3icVSiwLA1oPaFp1EYN-mSJNf-5wn2VZhyS0LhlFnrIIwKD55l4babls4jek1lM7lZrgFACX_UIC8jCbVJ4/s320/Jim%20Clifton.jpg" width="213" /></a></div><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-top: 0in; text-align: center;"><span style="font-family: inherit; font-size: x-small;">Jim Clifton</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;"><br /></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdhLQYMnOoavqyWu8hPdSiBgot09g0K2CfrVm4pE3oTQrvlqULeGK9TvqlPrx62efMXKda5q8hUlBTrYwWvYSpCp-xxMc528LYsU8Ls-WgkX2k5QIP_qQ9OHDZGS-mRh0fLaAckPVNYXcEUxdTfMa3Qd2Hw3NUfnGREy52P5Ej-4kDo7EMMbwd8dmX5bw/s6916/Jim%20Harter.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="6916" data-original-width="4616" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdhLQYMnOoavqyWu8hPdSiBgot09g0K2CfrVm4pE3oTQrvlqULeGK9TvqlPrx62efMXKda5q8hUlBTrYwWvYSpCp-xxMc528LYsU8Ls-WgkX2k5QIP_qQ9OHDZGS-mRh0fLaAckPVNYXcEUxdTfMa3Qd2Hw3NUfnGREy52P5Ej-4kDo7EMMbwd8dmX5bw/s320/Jim%20Harter.jpg" width="214" /></a></div><span style="font-family: inherit;"><div style="text-align: center;"><span style="font-family: inherit;"><span style="font-size: x-small;">Jim Harter</span></span></div></span><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><o:p><span style="font-family: inherit;"> </span></o:p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit;">Finally, leaders should
encourage their employees ask their team members these five questions:</span><span style="font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"></p><ol style="text-align: left;"><li><span style="font-family: inherit;">Of all the things
you do well I your job, which ones do you do best?</span></li><li><span style="font-family: inherit;">If you could make
one change for the better, what would it be?</span></li><li><span style="font-family: inherit;">How does our work
fulfill our purpose as a team?</span></li><li><span style="font-family: inherit;">How will your
work today fulfill your purpose?</span></li><li><span style="font-family: inherit;">What parts of
your role give you the most energy?</span> </li></ol><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; margin-bottom: 0in; margin-top: 0in; mso-add-space: auto; mso-margin-bottom-alt: 8.0pt; mso-margin-top-alt: 0in; mso-mirror-indents: yes;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the
book’s publisher for sending me a copy of the book.</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-64697837283634656382024-02-03T00:00:00.011-06:002024-02-03T00:00:00.209-06:00Leadership Quotes From The Book, Leading With Grit<div class="separator" style="clear: both; text-align: center;"><a href="https://4.bp.blogspot.com/-xMLDwdh-fJM/WWbGABcPRCI/AAAAAAAAFHw/fZJ9nZBHM58UiE0cx41LE-tc3ZMjOWAJQCLcBGAs/s1600/quote%2Bmarks.jpg" style="font-size: 16px; margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="512" data-original-width="683" height="239" src="https://4.bp.blogspot.com/-xMLDwdh-fJM/WWbGABcPRCI/AAAAAAAAFHw/fZJ9nZBHM58UiE0cx41LE-tc3ZMjOWAJQCLcBGAs/s320/quote%2Bmarks.jpg" width="320" /></a></div><p><span style="font-family: inherit;">In addition to <b>Laurie Sudbrink</b>'s, <i><b><a href="https://www.amazon.com/Leading-GRIT-Inspiring-Accountability-Generosity/dp/1118975227/ref=sr_1_1?s=books&ie=UTF8&qid=1532188104&sr=1-1&keywords=leading+with+grit">Leading With GRIT</a></b></i>, being a great book for leaders, it's packed with powerful leadership and life quotes. Here are some of my favorites:</span></p><ul style="-webkit-text-stroke-width: 0px; font-variant-alternates: normal; font-variant-east-asian: normal; font-variant-numeric: normal; font-variant-position: normal;"><li><span style="font-family: inherit;">Wanting to be someone else is a waste of the person you are - <b>Kurt Cobain</b></span></li><li><span style="font-family: inherit;">The respect you show to others (or lack thereof) is an immediate reflection on your self respect - <b>Alex Elle</b></span></li><li><span style="font-family: inherit;">You never really understand a person until you consider things from his/her point of view - H<b>arper Lee</b></span></li><li><span style="font-family: inherit;">People only see what they are prepared to see - <b>Ralph Waldo Emerson</b></span></li><li><span style="font-family: inherit;">We make a living by what we get, we make a life by what we give - <b>Winston Churchill</b></span></li><li><span style="font-family: inherit;">If it doesn't challenge you, it won't change you - <b>Fred Devito</b></span></li><li><span style="font-family: inherit;">The secret of change is to focus all your energy, not on fighting the old but on building the new - <b>Socrates</b></span></li><li><span style="font-family: inherit;">The biggest communication problem is we do not listen to understand. We listen to reply - <b>Anonymous</b></span></li><li><span style="font-family: inherit;">Attention is the rarest and purest form of generosity - <b>Simon Weil</b></span></li><li><span style="font-family: inherit;">Good leaders inspire people to have confidence in their leader. Great leaders inspire people to have confidence in themselves - <b>Eleanor Roosevelt</b></span></li><li><span style="font-family: inherit;">The only thing worse than training employees and losing them is to not train them and keep them - <b>Zig Ziglar</b></span></li><li><span style="font-family: inherit;">You can't change what you refuse to confront - <b>Gina Senarighi</b></span></li></ul><b></b>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-51585077814391248522024-02-02T09:33:00.000-06:002024-02-02T09:33:48.791-06:00How To Be An Inclusive Leader<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlL1pFXQie3dl_31zEIrREbs4rCZlPr6GolGpV71izOzLHQbXmFjeihxAzEb229rgZDoXqaImgIy66mECieRBx6P_z1_adQFoAl4F3yenIzuvKwXqzEPMou8vVJbPEZZYEa4x40Flt_OR8I7Qgz6wCjEEHzquUXKSRCwHFHel9DTmyvPp8c0S6j02A/s320/How%20To%20Be%20An%20Inclusive%20Leader.jpg" style="font-family: inherit; margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="320" data-original-width="214" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlL1pFXQie3dl_31zEIrREbs4rCZlPr6GolGpV71izOzLHQbXmFjeihxAzEb229rgZDoXqaImgIy66mECieRBx6P_z1_adQFoAl4F3yenIzuvKwXqzEPMou8vVJbPEZZYEa4x40Flt_OR8I7Qgz6wCjEEHzquUXKSRCwHFHel9DTmyvPp8c0S6j02A/s1600/How%20To%20Be%20An%20Inclusive%20Leader.jpg" width="214" /></a></div><p><span>“No matter your title, or how advanced you already consider yourself to be as an inclusive leader, I believe this book will help you evolve and motivate you to take action,” says </span><b style="font-family: inherit;">Jennifer Brown</b><span> about her book, </span><b style="font-family: inherit;"><i><a href="https://www.amazon.com/How-Inclusive-Leader-Second-Belonging/dp/152300200X/ref=sr_1_3?crid=39VBEDXGJP1WI&keywords=how+to+be+an+inclusive+leader+by+jennifer+brown&qid=1664566692&qu=eyJxc2MiOiIxLjY4IiwicXNhIjoiMS40NyIsInFzcCI6IjEuNTgifQ%3D%3D&sprefix=%2Caps%2C199&sr=8-3">How To be An Inclusive Leader: Your Role In Creating Cultures Of Belonging Where Everyone Can Thrive</a></i></b><span>. </span></p><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">The book is the second edition of the bestselling title from 2021. This newest installment includes a new introduction and addresses challenges posed by the pandemic—including remote work, flexibility, and mental health. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“It also gives increased attention to embedding equity, empathy, and anti-racism in the inclusive leader framework,” shares Brown. “I’m proud that this second edition will help leaders and organizations respond to the changes unfolding around us in relevant, culturally competent ways and take action to address systemic inequities that persist in the workplace.” </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">In her book, Brown explores how power and authority are changing fundamentally. She explains that today’s workplaces are full of outdated management practices and the very premises around which many leaders have built their careers, and perhaps organized their lives, are being challenged. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Particularly helpful for leaders, Brown provides instructions on how to take an online assessment tool where you can discover where you are currently on the <b>Inclusive Leader Continuum</b>. That continuum consists of four stages: </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Unaware</b> – where you learn more about the experiences and challenges that people with other identities face.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Aware</b> – where you learn more about the concept of privilege and understand better that the playing field is not level for everyone.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Active</b> – where you put your learning into action.<o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Advocate</b> – where you leverage your power and influence to propel change. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“The road of inclusive leadership is a very personal one,” shares Brown. “As you dive into the four stages of the Inclusive Leadership Continuum, I urge you to push yourself. To examine not only your own actions but also your inactions.” </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Finally, Brown says to remember that the Inclusive Leader Continuum is not a linear journey, and you must be patient with your progress. “You may travel forward and backward in your level of understanding and advocacy, but the important thing is that you are committed to the journey,” says Brown. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjP1Lbj2cPaXk2npFLG8DxJLIgqaDANwBQtHOPpmNtiS7OZcpgNMNWskmbyx7LX7-08PlNJcbxnqhm6CN0jI4XI1G40cYVoJTQUjSN0aZGTT3nsDhqvoJnVMddglku-hqDPKkUkW-MkrrYLN_dvL0PApnajrKpuklwgr2I6LHG3KITJF5fBPD9AzfY7/s800/JenniferBrownAuthorPhoto.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="534" data-original-width="800" height="214" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjP1Lbj2cPaXk2npFLG8DxJLIgqaDANwBQtHOPpmNtiS7OZcpgNMNWskmbyx7LX7-08PlNJcbxnqhm6CN0jI4XI1G40cYVoJTQUjSN0aZGTT3nsDhqvoJnVMddglku-hqDPKkUkW-MkrrYLN_dvL0PApnajrKpuklwgr2I6LHG3KITJF5fBPD9AzfY7/s320/JenniferBrownAuthorPhoto.jpg" width="320" /></a></div><span><div style="text-align: center;"><span style="font-family: inherit;">Jennifer Brown</span></div></span><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Pledge to take the online assessment, discover where you lie within the continuum and embrace the teachings of this book. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book. </i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-6359997427883105712024-02-01T10:00:00.001-06:002024-02-01T10:05:18.722-06:00The Questions Acquired Employees Want Answered<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi6TwanrMun1Z_muUeMDdc9Qjx3qxR5y5qGG4pxGnyNwfwzP1WGaHfuz5_FZWajGyV68pyk5okiItL51DaakIW1bZej_FEEzE3g2JYSPFjU2nPoqAR6q7DHxT_wGUXSii_KhIKyj7EJod_mrMlm-9AZI8xDYBBaTKV0k6y6B16PDiobhx-lKseKMFVJL-U/s591/Question%20asking.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="591" data-original-width="591" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi6TwanrMun1Z_muUeMDdc9Qjx3qxR5y5qGG4pxGnyNwfwzP1WGaHfuz5_FZWajGyV68pyk5okiItL51DaakIW1bZej_FEEzE3g2JYSPFjU2nPoqAR6q7DHxT_wGUXSii_KhIKyj7EJod_mrMlm-9AZI8xDYBBaTKV0k6y6B16PDiobhx-lKseKMFVJL-U/s320/Question%20asking.jpg" width="320" /></a></div><p></p><p><span style="font-family: inherit;">“People get
nervous when their employer changes because they don’t know what to expect from
the company they’ve suddenly joined,” explains <b>Brad Jacobs</b>, author of
the book, <b><i><a href="https://www.amazon.com/How-Make-Few-Billion-Dollars-ebook/dp/B0CPMQPZCZ/ref=sr_1_1?crid=3JMUGEQGV796J&keywords=how+to+make+a+few+billion+dollars+brad+jacobs&qid=1706803448&sprefix=how+to+make+a+f%2Caps%2C164&sr=8-1">How To Make A Few Billion Dollars</a></i></b>. </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Therefore, continues
Jacobs, “It’s essential that you don’t say or do anything that prevents you
from building strong relationships, because the integration can’t succeed without
trust.” </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">The usual
questions on the minds of acquired employees about the company that made the acquisition
include: </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ol style="text-align: left;"><li><span style="font-family: inherit;">Are we honest?</span></li><li><span style="font-family: inherit;">Are we for
real?</span></li><li><span style="font-family: inherit;">Can they trust
us?</span></li><li><span style="font-family: inherit;">Do we care
about them?</span></li><li><span style="font-family: inherit;">Are we
competent?</span></li><li><span style="font-family: inherit;">Are we winners?</span></li><li><span style="font-family: inherit;">Do we know how
to run their kind of business?</span></li><li><span style="font-family: inherit;">Do we want them
to succeed?</span></li><li><span style="font-family: inherit;">Do we understand
why each person is valuable to our business plan?</span></li><li><span style="font-family: inherit;">What is the new
CEO like?</span></li></ol><span style="font-family: inherit;"><o:p></o:p></span><p></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><o:p></o:p></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">“Based on first
impressions, many of the acquired employees will already be deciding whether
they want to hitch their wagon to your star or find a new job,” explains Jacobs. </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Therefore, he
states that it is critically important to get your messaging exactly right and
to do your best to answer the above listed questions through dialogue, continual
communication, and through your actions. </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Jacobs has
founded seven companies and completed approximately 500 mergers and
acquisitions during his four-decade career.</span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-30678960902560614642024-02-01T00:00:00.019-06:002024-02-01T06:40:07.616-06:00How To Identify, Recruit, And Support High-Performing Talent<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEi1DNf5Snjx7saWpj0maR3TkpDKgu9_W7_Av6kJokzY-e7bMZS10XKY_q7lWdtPsN4LWXzChuOv_OqZH746NI3vXgk6xuKarD1rfeNS96kvKG4V1QhzDMztZPiageGJiadwkgmvVFRfIVrmTCPi7xDu1ERAemyZsEjWtpBlCsqs4G8cqgDMzIQn-sBe=s11402" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" data-original-height="11402" data-original-width="6417" height="320" src="https://blogger.googleusercontent.com/img/a/AVvXsEi1DNf5Snjx7saWpj0maR3TkpDKgu9_W7_Av6kJokzY-e7bMZS10XKY_q7lWdtPsN4LWXzChuOv_OqZH746NI3vXgk6xuKarD1rfeNS96kvKG4V1QhzDMztZPiageGJiadwkgmvVFRfIVrmTCPi7xDu1ERAemyZsEjWtpBlCsqs4G8cqgDMzIQn-sBe=s320" width="180" /></a></div><p><span style="font-family: inherit;">Dig into the book, </span><i style="font-family: inherit;"><b><a href="https://www.amazon.com/Talent-Market-Multiplier-Ram-Charan/dp/1646870778/ref=sr_1_4?crid=95T28J4NX9O0&keywords=talent&qid=1706737804&s=books&sprefix=talent%2Cstripbooks%2C115&sr=1-4">Talent</a></b></i><span style="font-family: inherit;">,</span><span style="font-family: inherit;"> </span><span style="font-family: inherit;">to learn the case studies of Johnson & Johnson, Hemnet, Argus Media, HireRight, Vishal Retail, Depop and Oak Street Health. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Authors <b>Anish Batlaw</b> and <b>Ram Charan</b> provide you through these case studies a guide for how to take a <b>data driven approach and playbook</b> to identifying, hiring and investing in the right people, placing them in the right roles, and then setting them up for success.</span><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><o:p></o:p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEgl7KhLDM58bxmpYKYJ0prglJXHUdDk0ymW3JR2fsNPZDsh3DuoMH-cWSUt7bOON_ITx60SvaJaoAEUFKldjLUa_S8-TggxcxiPXgkdcCNeskfzcBsUqiRxVzAg5N1fozn5J7vRMJzG5Fc3-TB7xDyXAptNjhG43p4003Ect6OXus10TrNhotBWKR_h=s4830" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="4830" data-original-width="3215" height="320" src="https://blogger.googleusercontent.com/img/a/AVvXsEgl7KhLDM58bxmpYKYJ0prglJXHUdDk0ymW3JR2fsNPZDsh3DuoMH-cWSUt7bOON_ITx60SvaJaoAEUFKldjLUa_S8-TggxcxiPXgkdcCNeskfzcBsUqiRxVzAg5N1fozn5J7vRMJzG5Fc3-TB7xDyXAptNjhG43p4003Ect6OXus10TrNhotBWKR_h=s320" width="213" /></a></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;"><span style="font-family: inherit;"><span style="font-size: x-small;">Anish Batlaw</span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><o:p> </o:p></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEia6upz5fJw633TSu_OA3F5FuoXznq6XPNwecxNLzvqfBGtTPj-yS5eKrfWtdi46R6sTLCwSmhvHjAGqVpE-Hj1aZahjLdDUdsjcNi2aUKQcnAa2jmLao8LRu5q71Z8ck9USaqY6vz0JZpjMNmfXUSSadRPBM7McHWM-s2VAZfaHHkxthcruAojB1m0=s396" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="396" data-original-width="388" height="320" src="https://blogger.googleusercontent.com/img/a/AVvXsEia6upz5fJw633TSu_OA3F5FuoXznq6XPNwecxNLzvqfBGtTPj-yS5eKrfWtdi46R6sTLCwSmhvHjAGqVpE-Hj1aZahjLdDUdsjcNi2aUKQcnAa2jmLao8LRu5q71Z8ck9USaqY6vz0JZpjMNmfXUSSadRPBM7McHWM-s2VAZfaHHkxthcruAojB1m0=s320" width="314" /></a></span></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;"><span style="font-family: inherit;"><span style="font-size: x-small;">Ram Charan</span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Batlaw and Charan share these insights with us: </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Question: How do you identify, recruit, and support high-performing executive talent?</b> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Batlaw & Charan</b>: We start by developing a scorecard that captures outcomes we expect the incumbent to deliver over 18-30 months as well as the key competencies and experiences the incumbent will need to be successful. It’s critical that the scorecards be very specific and not include vague terms like “curious” or “very smart,” which are too generic. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">We source candidates through our Talent Bank (which is our repository of vetted execs in the cloud) and quite often work with our preferred search partners. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Candidates are interviewed by a panel and referenced extensively. During reference checks we like to validate the experiences and achievements that candidates highlight in the interview, and which gives us confidence in their ability to hit the scorecard. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Question: What are the most important things to look for in a candidate when selecting a CEO?</b> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Batlaw & Charan</b>: Track record of success that is relevant to the company’s aspiration and strategies. Demonstrated potential to learn and adapt. You need to consider not only what a candidate did, but how, in great detail. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><ul><li><span style="font-family: inherit;"><b>Set Direction</b>: Clear and compelling vision; make decisions with speed and conviction. </span></li><li><span style="font-family: inherit;"><b>Keep Customers at the Core</b>: Immerse into the customer’s experience and always consider customer satisfaction and retention. </span></li><li><span style="font-family: inherit;"><b>Build and Energize Organizations</b>: Lead with integrity. Build “A” teams and make tough decisions. Build a culture of extreme collaboration. </span></li><li><span style="font-family: inherit;"><b>Drive Execution</b>: Prioritize and align resources and drive radical accountability. Integrate Strategy, Talent, and Operating Plan </span></li></ul><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><b style="font-family: inherit;">Question: Why is it so difficult for companies to recruit the right leadership team?</b><span style="font-family: inherit;"> </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><b>Batlaw & Charan</b>: Companies need to develop leadership teams in the context of the long-term strategy and outcomes expected. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Hiring and development plans need to be rigorous, and data based; and one needs to be highly disciplined when executing critical talent initiatives. </span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;">Talent reviews (quality and quantity) need to be tightly integrated into the Operating rhythm of the company. Most companies pay lip service to this practice. It needs rigor. If businesses review financial plans on a monthly basis, they should be reviewing the talent plans on a monthly basis as well. By creating a rhythm around “talk talent,” companies should ensure that “A” players are in the most critical roles. They should also continually recalibrate if the leadership standards align with the business challenges.</span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending me an advance copy of the book.</i></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-20631576397622337992024-01-31T10:23:00.001-06:002024-01-31T10:23:38.848-06:00Trust Is The Most Valuable Asset Within An Organization<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjEuIwAHJ9AI8ouuC_-JJWGeYGYJKE4OgZVG7f2i8t1WrtfQxllzgKaRKS2BequRFmxYAxXAEaWsSeRcvmOM2_q67_frNJwbM7_7GW44GM-c6PS7F30nFGz3ps6aL7wHib4XZisIPzSbquItASb90MbiyaBrj_VwybqD84n_t7X6QZ4dE2fnCJAn2Gtb00/s724/Trust.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="483" data-original-width="724" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjEuIwAHJ9AI8ouuC_-JJWGeYGYJKE4OgZVG7f2i8t1WrtfQxllzgKaRKS2BequRFmxYAxXAEaWsSeRcvmOM2_q67_frNJwbM7_7GW44GM-c6PS7F30nFGz3ps6aL7wHib4XZisIPzSbquItASb90MbiyaBrj_VwybqD84n_t7X6QZ4dE2fnCJAn2Gtb00/s320/Trust.jpg" width="320" /></a></div><p>In Marcus <b>Buckingham</b>’s book, <b><i><a href="https://www.amazon.com/Love-Work-Find-What-Rest/dp/1647821231/ref=sr_1_1?crid=3CEKXCABID4XB&keywords=Love+%26+work&qid=1706717928&sprefix=love+%26+work%2Caps%2C125&sr=8-1">Love + Work</a></i></b>,
he busts a variety of business myths, including this one:</p><p class="MsoNormal"><o:p></o:p></p>
<p class="MsoNormal"><b>Myth</b>: The organization’s most valuable asset is its people.<o:p></o:p></p>
<p class="MsoNormal">In reality, Buckingham argues that “<b>An organization’s most
valuable asset is its trust</b>.”<o:p></o:p></p>
<p class="MsoNormal">After analyzing over a million <a href="https://www.loveandwork.org/standout">StandOut</a> strengths
assessments, and having recorded more than four million check-ins, Buckingham reports
the following:<o:p></o:p></p>
<p class="MsoNormal">“We asked people if they trusted their teammates, their team
leader, and their senior leaders. Those who strongly agreed that they trust <i>two
</i>of these three groups were three times more likely to be fully engaged and
highly resilient. Those who strongly agreed that they completely trusted <i>all
three</i> groups were <i>fifteen</i> times more likely to fully engaged and <i>forty-two</i>
times more likely to be highly resilient.”<o:p></o:p></p>
<p class="MsoNormal">So, says Buckingham, “trust is just everything. Anything you
do to build trust with your colleagues will be a step in the right direction."<o:p></o:p></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-82165737658699277132024-01-30T10:41:00.000-06:002024-01-30T10:41:07.908-06:00How To Embrace And Learn From Failing<p><span style="font-family: inherit;"> </span></p><div class="separator" style="clear: both; text-align: center;"><span style="font-family: inherit;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlwvEQA0jWFwClIFgJhJ5F_I3JUCsFFaLKDBO7o6G5BtZfSjF4xE1LXt1iLC9Bv2wm29GC7DCnHn41ruwSf7m3hiJh5DRWpCxCUQdr4wlAhgemJDCb1Hyw9UJND6jrwyERtSPrOaOi6_z5csOXHkmgOSUgx_xaxitN32F65gOL7h7863prO8JjttnpF-w/s2125/Right.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="2125" data-original-width="1400" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlwvEQA0jWFwClIFgJhJ5F_I3JUCsFFaLKDBO7o6G5BtZfSjF4xE1LXt1iLC9Bv2wm29GC7DCnHn41ruwSf7m3hiJh5DRWpCxCUQdr4wlAhgemJDCb1Hyw9UJND6jrwyERtSPrOaOi6_z5csOXHkmgOSUgx_xaxitN32F65gOL7h7863prO8JjttnpF-w/s320/Right.jpg" width="211" /></a></span></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">When you read
the book, <b><i><a href="https://www.amazon.com/Right-Kind-Wrong-Science-Failing/dp/1982195061/ref=sr_1_1?crid=3R3Y8JJ3QDY2X&keywords=right+kind+of+wrong+amy+edmondson&qid=1706632701&sprefix=%2Caps%2C98&sr=8-1">Right Kind of Wrong: The Science Of Failing Well</a></i></b>, you’ll
gain a greater appreciation for the benefits that comes from failure, and how
to embrace failure as part of your journey to achieving greater success.</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">Author <b>Amy
Edmondson</b>’s book and revolutionary guide will undoubtedly transform your
relationship with failure.</span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span class="a-text-bold"><span style="background: white; color: #0f1111;">She defines <i>failure</i>
as an outcome that deviates from desired results. Failure is a lack of success.
Failure is different, explains Edmondson, from <i>errors</i> and <i>violations</i>.
“Errors (synonymous with mistakes) are unintended deviations from prespecified standards,
such as procedures, rules, or policies. Violations occur when an individual
intentionally deviates from the rules,” adds Edmondson.</span></span><b><span style="background: white; color: #0f1111;"><o:p> </o:p></span></b></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">After decades of award-winning research, Edmondson
provides the framework to think, discuss, and practice failure wisely.
Outlining the three archetypes of failure—<b>basic</b>, <b>complex</b>, and <b>intelligent</b>—she
highlights how to minimize unproductive failure while maximizing what we gain
from flubs of all stripes. In addition, she illustrates how we and our
organizations can embrace our human fallibility, learn exactly when failure is
our friend, and prevent most of it when it is not.</span></span><span style="background-color: white; color: #0f1111; font-family: inherit;"> </span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit;">“Every kind of failure brings opportunities for
learning and improvement,” says Edmondson. <br />
<br style="box-sizing: border-box;" />
The book includes real-life stories from business, pop culture, history, and provides
specifically tailored practices, skills, and mindsets to help us replace shame
and blame with curiosity, vulnerability, and personal growth.</span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111;"></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEigTr9mDsWQKYhr6Jmg_mIzFSYkpOeDqoOy_mgLEVojg3br4UqKMtM3bANS_Q5yhmJiYmMXYe9omqY-Iw6LTfC7HrOiIW8tFcTua0J6LLjfmUIZtRJKKQxQD0zbBBslFeF1rZco-Z1xnY19kh88HC0iFOnUjzym250QtOIrgSFmS6IWBVip2pBRFLEM_fo/s6720/Amy%20Edmondson.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="6720" data-original-width="4480" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEigTr9mDsWQKYhr6Jmg_mIzFSYkpOeDqoOy_mgLEVojg3br4UqKMtM3bANS_Q5yhmJiYmMXYe9omqY-Iw6LTfC7HrOiIW8tFcTua0J6LLjfmUIZtRJKKQxQD0zbBBslFeF1rZco-Z1xnY19kh88HC0iFOnUjzym250QtOIrgSFmS6IWBVip2pBRFLEM_fo/s320/Amy%20Edmondson.jpg" width="213" /></a></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit; font-size: x-small;">Amy Edmondson</span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="color: #0f1111;">
<span style="background: white;"><span style="-webkit-text-stroke-width: 0px; float: none; font-variant-caps: normal; font-variant-ligatures: normal; orphans: 2; text-align: start; text-decoration-color: initial; text-decoration-style: initial; text-decoration-thickness: initial; widows: 2; word-spacing: 0px;">Edmondson is the Novartis Professor of Leadership
and Management at the Harvard Business School. Her work explores teaming – the
dynamic forms of collaboration needed in environments characterized by
uncertainty and ambiguity. She has also studied the role of psychological
safety in teamwork and innovation. </span></span></span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="background: white; color: #0f1111;">Before her academic career, she was Director of
Research at Pecos River Learning Centers, where she worked with founder and CEO
Larry Wilson to design change programs in large companies. In the early 1980s,
she worked as Chief Engineer for architect/inventor Buckminster Fuller, and
innovation in the built environment remains an area of enduring interest and
passion.</span><span style="background-color: white; color: #0f1111;"> </span></span></p>
<p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111;"><span style="font-family: inherit; font-size: xx-small;"><i>Thank you to the book’s publisher for sending
me an advance copy of the book.</i></span></span><span style="font-size: 12.0pt; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><o:p></o:p></span></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-57121696348750216192024-01-30T06:18:00.003-06:002024-01-30T06:18:34.927-06:00How To Lead A Family Business<p> </p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiNOXdbjNOCzKwj6bXkmh6MXt1OFEoMty_NMH9C9AogGt3IxNeYQaCTjM0gMszWLSG3caA9aQxplwRIzBaWHB1huwN7L9RDIEA1El1ksSZ9FoQeE9vJAOpKw098oW272SGNtCJPXw-CIGd4U9cfiU-PZIceySuPDyGazvMqABB7Tlc7xVCHwJmzBl07OLk/s3180/HowtoLeadYourFamilyBusiness_3D%235_NoShadow%20(2).jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="3180" data-original-width="3082" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiNOXdbjNOCzKwj6bXkmh6MXt1OFEoMty_NMH9C9AogGt3IxNeYQaCTjM0gMszWLSG3caA9aQxplwRIzBaWHB1huwN7L9RDIEA1El1ksSZ9FoQeE9vJAOpKw098oW272SGNtCJPXw-CIGd4U9cfiU-PZIceySuPDyGazvMqABB7Tlc7xVCHwJmzBl07OLk/s320/HowtoLeadYourFamilyBusiness_3D%235_NoShadow%20(2).jpg" width="310" /></a></div><br /><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="font-family: inherit;"><b>Julie Charlestein</b> is the author of the book, <i><b><a href="https://www.amazon.com/How-Lead-Your-Family-Business/dp/1637742797/ref=sr_1_1?crid=32GGMWIWBMNZN&keywords=how+to+lead+your+family+business&qid=1691595452&sprefix=%2Caps%2C107&sr=8-1">How To Lead Your Family Business: Excelling Through Unexpected Crises, Choices, and Challenges</a></b></i>.<o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: #0f1111; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="font-family: inherit;">Charlestein is also the fourth-generation leader of an incredibly successful family-owned enterprise, and she’s seen it all firsthand, including family drama in the workplace and the office politics that come with any corporation.<o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="background: white; color: #0f1111; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">Her book features her <span class="a-text-bold">unique set of strategies for navigating the distinctive challenges and choices facing family businesses.</span></span><br style="box-sizing: border-box;" /><span style="-webkit-text-stroke-width: 0px; box-sizing: border-box;"><br style="box-sizing: border-box;" /></span><span style="-webkit-text-stroke-width: 0px; box-sizing: border-box;">In her highly personal storytelling style, Charlestein shares her experience as an emerging leader and ultimately CEO, who has worked to earn her colleagues’ respect. She details her leadership adventure, offering actionable strategies for those leading and working within their own family businesses.</span><o:p></o:p></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="background: white; color: #0f1111; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">The book is ideal for anyone leading a family business or starting a family business. </span>It’s also good for anyone taking over an existing (or new) business.<span style="background: white; color: black; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCq6uNW9kKlBGYFG02Rm9nWvFt4Ebii_E3b7LSUOUR4kYI2c5LjhI-ycKmUM8TXNlT1vyS0dgulxnpQUYf1zYSNtRQMvCl6v4lZ0JjK9MsdFnatcGMJs1aYXs088JVOISdVXCHnbWpLZHhoJgvb8NBt_1j4695g-1w3RvXUrjmLc6uyta7GvXSkR_FJs4/s169/Julie%20charlestein.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="155" data-original-width="169" height="155" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCq6uNW9kKlBGYFG02Rm9nWvFt4Ebii_E3b7LSUOUR4kYI2c5LjhI-ycKmUM8TXNlT1vyS0dgulxnpQUYf1zYSNtRQMvCl6v4lZ0JjK9MsdFnatcGMJs1aYXs088JVOISdVXCHnbWpLZHhoJgvb8NBt_1j4695g-1w3RvXUrjmLc6uyta7GvXSkR_FJs4/s1600/Julie%20charlestein.jpg" width="169" /></a></div><p></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="background: white; color: black; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="font-family: inherit;">More about Charlestein:<o:p></o:p></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><strong><span style="background: white; color: #21282d; font-weight: normal;">Charlestein</span></strong><span style="background: white; color: #21282d; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="-webkit-text-stroke-width: 0px;"> is a Philadelphia-based business leader and healthcare innovator who serves as the fourth-generation CEO of <b>Premier Dental</b>, recently named a <b>2023 Top Ten Most Innovative Company</b> <b>in Wellness</b> by </span></span><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="background: white;"><i><a href="https://www.fastcompany.com/90849189/most-innovative-companies-wellness-2023">Fast Company</a></i></span><span style="background: white; color: #21282d;"><span style="-webkit-text-stroke-width: 0px;">. <o:p></o:p></span></span></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="background: white; color: #21282d; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">Premier Dental</span><span style="background: white; color: black; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="-webkit-text-stroke-width: 0px;"> is a global provider of innovative dental products used by dentists in 75 countries.<o:p></o:p></span></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit;"><span style="background: white; color: black; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;">Charlestein</span><span style="background: white; color: #0f1111; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"> is an advocate for change and industry expert on integrating technology into modern dental practices to improve the treatment journey for both dentists and patients.</span><span style="background: white; color: #373e3e; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="-webkit-text-stroke-width: 0px;"> </span></span></span></p><p class="MsoNormal" style="line-height: normal; margin-bottom: 0in;"><span style="font-family: inherit; font-size: xx-small;"><span style="background: white; color: #373e3e; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="-webkit-text-stroke-width: 0px;"><i>Thank you to the book's publisher for sending me an advance copy of the book.</i></span></span></span></p><div><span style="font-family: inherit; font-size: xx-small;"><span style="background: white; color: #373e3e; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="-webkit-text-stroke-width: 0px;"><i><br /></i></span></span></span></div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-3740347188061618072.post-88925092290740384742024-01-29T10:22:00.003-06:002024-01-29T10:22:34.915-06:00There Is No Shame In Asking For Help<div class="separator" style="clear: both; text-align: center;"><a href="https://2.bp.blogspot.com/-qmMCelTJcts/WDuAIjd_pBI/AAAAAAAAESE/E2h9c43ZqIADjbwshj1QHXvSCL4rkuBxACLcB/s1600/Asking%2BQuestions%2BEric%2BJacobson.jpg" style="font-family: "times new roman"; font-size: 16px; margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" height="240" src="https://2.bp.blogspot.com/-qmMCelTJcts/WDuAIjd_pBI/AAAAAAAAESE/E2h9c43ZqIADjbwshj1QHXvSCL4rkuBxACLcB/s320/Asking%2BQuestions%2BEric%2BJacobson.jpg" width="320" /></a></div><p><span style="font-family: inherit; font-size: 16px;">If you are new to managing, or if you are struggling with a management dilemma, ask for help. There is no shame in asking for help.</span></p><div style="font-size: 16px; font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><span style="font-family: inherit;">Seek the guidance of a colleague at work. Reach out to a mentor at or away from work. Turn to an online resource. Consult a book on managing.</span></div><div style="font-size: 16px; font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><span style="font-family: inherit;"></span><br /></div><div style="font-size: 16px; font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><span style="font-family: inherit;">Whatever you do, don't sit back and do nothing. Managing even one employee can be challenging. And many managers receive little or no formal training on how to be a manager. That means you have to be proactive about learning how to be a good manager.</span></div><div style="font-size: 16px; font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><span style="font-family: inherit;"></span><br /></div><div style="font-size: 16px; font-variant-east-asian: normal; font-variant-numeric: normal; margin: 0px;"><span style="font-family: inherit;">Your team is depending on you, and to lead them effectively you need to know to how manage effectively. So, ask for help.</span></div>Unknownnoreply@blogger.com0