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In this episode, we come to you from a lovely public park in Bordeaux, also known as Jardin Public, to discuss a topic close to our hearts: sustainability and self-awareness in leadership. We explore the intricate relationship between self-awareness and building more sustainable companies. As leaders, understanding our impact on the environment and communities is crucial for fostering a future where businesses thrive without depleting natural resources. With its commitment to sustainability through initiatives like zero-kilometre restaurants and an efficient public transport system, Bordeaux is a perfect backdrop for this conversation.

We explore the importance of internal and external change in achieving sustainability. From the landmark case won by a group of Swiss women for climate justice to the necessity for cultural, political, and business reforms, we highlight that true sustainability begins with self-awareness. Leaders must question their beliefs, practices, and the very definition of success to create a more equitable and environmentally friendly future.

Join us as we discuss how leaders can cultivate self-awareness, become better mentors and coaches, and make conscious decisions that reduce their company’s footprint. We share insights on fostering a culture of listening to others and oneself to identify and overcome limiting beliefs and traumas that hinder sustainable practices.

Whether you’re a startup founder or a seasoned executive, this episode offers valuable perspectives on integrating sustainability into your leadership approach and business strategy. Listen to discover how you can make a meaningful impact and lead your company towards a more sustainable future.

Timestamps

(01:26) To be more sustainable and impact the world, you must become more self-aware as a leader.

(01:50) Learn why Bordeaux, France, is one of Europe’s most sustainable cities.

(02:40) Self-awareness within leadership is crucial in building sustainable companies and enables us to have a lower footprint on our planet.

(03:10) Community Leadership: How did the Swiss woman, known as KlimaSeniorinnen, win a landmark case for climate justice at the Human Rights Court, where policymakers will be held to account?

(05:50) What is wrong with how we measure success in business, and what do we need to do to change it

(07:24) What we see in the startup world is growth for growth’s sake, and why does this need to change?

(09:50) How can leaders become more sustainable? How can they grow their self-awareness?

(10:49) Listening and self-reflection are essential for understanding our belief systems and how those beliefs influence our decision-making.

(12:47) As your awareness grows, so does your curiosity, and we start asking ourselves: Why do we need to buy all these things? Can we continue to use what we have? How can we be more purposeful in our actions?

References

• Jardin Public https://www.bordeaux.fr/l858
• European Court of Human Rights https://www.echr.coe.int/
• Brains Love Circuits https://brainlovescircuits.com/

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In an age where branding shapes not only consumer goods but also lifestyles, the real estate market is undergoing a transformative shift. Developers worldwide, particularly in the residential and hospitality sectors, are increasingly collaborating with iconic luxury brands to create branded buildings. This trend reflects the growing demand for unique, lifestyle-centric experiences, attracting a clientele that values prestige, exclusivity, and the assurance of quality associated with luxury brands.

The Branded Development RevolutionHistorically, branding was confined to retail, hospitality, and a few exclusive residential buildings. However, over the past decade, a growing number of property developers have sought to create branded spaces that convey status and enhance market appeal. This shift was fueled by changing consumer expectations, with high-net-worth individuals (HNWIs) and affluent buyers seeking to experience the lifestyle and prestige associated with high-end brands in every aspect of their lives, including their homes and vacations. Luxury hotel brands like Ritz-Carlton and Four Seasons pioneered this concept, and now, the trend has expanded beyond hospitality to include a diverse range of luxury brands from the fashion, automotive, and consumer goods sectors.

For developers, associating with a luxury brand is a strategic decision that can significantly enhance the appeal and value of their properties.

Studies indicate that branded residences can achieve sales premiums of up to 30% to 40% compared to non-branded counterparts. This uplift is particularly attractive in competitive markets where high-end consumers seek differentiation and a tangible assurance of quality. From hotel rooms and condominiums to sprawling residential complexes, the brand provides an added layer of credibility, often justifying higher sales prices and improving market desirability.

Meeting the Expectations of the Modern Luxury ConsumerAffluent buyers are no longer content with mere luxury—they crave experiences that feel curated, personal, and an extension of their lifestyles. By partnering with luxury brands, developers can create spaces that reflect a specific design aesthetic, service level, and experience that align with the brand’s ethos. From interior finishes and furniture to service standards and exclusive amenities, the brand itself helps to establish and maintain a certain standard of living.

In branded developments, this attention to detail is evident from the moment a resident or guest steps through the door. Fashion brands like Armani, Versace, and Fendi, for example, often bring their signature styles into the interior design, while automotive brands like Aston Martin and Porsche focus on sleek, modern architecture and car-oriented amenities, including custom garages and private driving experiences. These branded features resonate deeply with luxury consumers, for whom brand loyalty is not just about a product, but a reflection of their personal identity.

Appeal to Global BuyersThe luxury branding trend is not limited to local markets; it has an international appeal that resonates with buyers from diverse regions. In cities like Miami, New York, and London, branded developments are becoming popular among foreign investors seeking not only a premium residence but also an investment with global appeal. For these international buyers, a branded residence provides an assurance of quality that transcends cultural boundaries. In regions with high tourism rates, such as South Florida, branded hotels and residences often attract affluent visitors and investors looking for a turnkey solution that feels familiar and prestigious.

For foreign buyers, a branded development represents more than just a property; it’s an assurance of familiarity in a foreign land.

Luxury brands are often globally recognized, offering a sense of trust and consistency that appeals to international clients who may be unfamiliar with local developers or markets. A brand’s reputation acts as a powerful lure, particularly in competitive markets like the United States, where property purchases by foreign nationals contribute significantly to the real estate market.

Hospitality Synergy: Hotels and Branded ResidencesIn the hospitality sector, the intersection of hotel and residential branding has proven highly successful. The integration of branded residences with hotels allows residents to access hotel-style amenities and services, which can include concierge service, housekeeping, valet parking, and access to exclusive restaurants, gyms, and spas. This hybrid approach allows developers to capitalize on the brand’s established service standards and brand loyalty while providing residents with the convenience and allure of a hotel lifestyle.

A branded hotel residence appeals to both investors and full-time residents alike, offering a unique combination of luxury, convenience, and service that is often unmatched in traditional residential developments. For those who travel frequently or value convenience, the synergy between hospitality and branded living provides a flexible, high-end living solution.

Branding as a Competitive Advantage for DevelopersFor developers, the decision to partner with a luxury brand is not just about aesthetics or status; it’s also about risk mitigation. Luxury brands bring established standards and an inherent appeal that can reduce marketing costs and streamline the sales process. In a market where real estate sales can be volatile, luxury branding adds a layer of predictability, drawing interest from brand-conscious buyers who value exclusivity and are willing to pay for it.

By bringing a luxury brand on board, developers can create a distinct identity for their properties, making them stand out in increasingly competitive markets.

Additionally, branded developments often come with exclusivity agreements, ensuring that the brand’s identity remains unique to a limited number of projects in a given region. This exclusivity adds to the scarcity and allure of the development, driving demand and helping the developer secure premium pricing.

The Future of Branded Real EstateThe demand for branded developments shows no signs of slowing, particularly as younger affluent buyers come into the market. This demographic is not only well-versed in global luxury trends but also deeply connected to the ideals of quality, sustainability, and lifestyle that branded developments represent. As luxury brands expand their influence in the real estate market, it’s likely that we’ll see a growing emphasis on sustainability, technology integration, and personalization in branded developments.

This evolution is set to redefine luxury real estate, with brands playing a pivotal role in shaping new lifestyles and experiences. Developers are likely to seek collaborations with a broader range of luxury brands, potentially including tech giants, wellness leaders, and other industry innovators. As the demand for experiential and brand-driven spaces continues to grow, branded developments may become the gold standard in luxury real estate.

The writer, Stephen Russell, is a consultant for the Miami and U.S. division of Gilberts Luxury Brands, a company that represents over 20 luxury brands and operates in Dubai with plans to expand throughout Florida and other major U.S. cities.

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In today’s complex business world, change is hard. Companies venturing through major culture shifts, mergers, or other forms of change often struggle to make it to the end. The idea that people hate change is a phenomenon that is taught, coached, and wrestled with in many ways, shapes, and forms. Regardless of your mindset about CHANGE, there is one vital aspect you should explore.

PROGRESS is what you should be focused on. Change for the sake of change is meaningless. However, progress toward a new goal or achievement is more vital and more valuable to your organization.

Dean Lindsay, America’s premier authority on Progress, writes:

All progress is change, but not all change is progress.

Lindsay uses an illustration. If you wake up in the morning with a stomach ache, you want to change. You want it to go away.

If you tell a friend and they punch you in the nose, you got a change. But it wasn’t progress toward curing your stomach ache.

The RhetoricThere are voices in the media demanding change. The word has been worn out. Again, change for the sake of change is not progress.

When you sense the need for change or you design an intentional change in the way your business operates, be sure you are designing progress toward a new goal.

I know companies who have launched major change initiatives (they call it that) with the intent to become more profitable, increase margin, find efficiencies, or become more competitive.

Those are great objectives.

Yet what they are really saying is we need progress forward to be better situated for growth and survival in our industry.

Too often the well-intended change that is initiated gets bogged down in all the adoption and adaptation process. As soon as the change feels hard and resistance begins to mount, plans are adjusted.

Many times the shift is pulled back or canceled in the face of resistance.

Living Through the CurveRoxanne Chugg writes: “The fact is that most change initiatives are done “to” employees, not implemented “with” them or “by” them. Although leaders are pushing behavior change from the top and expecting it to cascade through the formal structure, an informal culture left to instinct and chance will likely dig in its heels and resist or even hijack the change.”

There is a popular model that describes the change cycle. Dr. Virginia Satir first introduced this model when explaining emotional life-changing events in family therapy. However, it has been widely adopted in change management circles to help businesses plan for and implement change.

The “S” shape of this curve helps us see the complexity of making a change. When applied to a work team, each member of the team will experience their own progression through the curve, each moving at their own pace.

The key matter here is that everyone in the organization faces their own emotional curve when forced into change. Acceptance or adoption of the change is dependent upon the progress one can make moving through the curve.

If plotted together on a single graph you could see the lag points where the manager/leader may be further along the curve than his people. If the leader is not sensitive to this lag factor, then the message from the top might be skewed.

The leader could be thinking “Come on people, don’t you get this? Why aren’t we further along?”

In reality, the team may be lagging behind the leader’s position moving along the curve. A little bit of lag is normal. However, the leader must decide how much lag is tolerable.

Back to ProgressGiven the tremendous effort and disruption a change may cause at work, leaders must be mindful of the progress being made.

Leaders need to ask: “Is the company moving ahead because of this change or are we merely spinning our wheels, burning out the staff, and creating very little value?”

Question: What change initiative has your company gone through recently? Or were you the one directing it?

The post Change and Progress, Are They Twins? appeared first on Business Advisor and Executive Coach | Doug Thorpe.

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Travel benefits us on many levels, opening our minds to creative thoughts and ideas we can tackle as we move forward. Observation can be one of the most incredible learning experiences, particularly when we travel to various countries and meet people from different cultures. By using all our senses (including taste), we deepen the experience to realize how to proceed with business intuitively upon our return.

Observe for Moving Forward

We are a global society, and it was a pleasant surprise to see photos and quotes of well-known CEOs of American companies in the lobby of an Italian hotel.

Steve Jobs, the ingenious creator of Apple, established a remarkable company known and admired globally today. Tim Cook and his team took the company and its innovative offerings to levels never previously imagined. Upon entering a hotel in a suburb of Italy, it was to my surprise that I saw a few of Jobs’ quotes posted in the lobby of a hotel in Italy, including this one:

When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something.

Creativity On Multiple Levels

Another element of creativity at the same hotel is its restaurant cuisine offerings. The presentation and taste of the food were remarkable. I was motivated to take a photo of thinly sliced, smoked swordfish I had never eaten before, and the presentation was artful.

Progressing from Ancient Times

It was a treat to visit the ancient cities of Croatia and Montenegro, which were built long ago. According to a Google search, the first city walls were built in the 9th century, about 1600 years old, but were entirely rebuilt during the Venetian Period (1420 – 1797).

The walls were built high in the hills overlooking the Mediterranean Sea.

Speaking of imagination, how did the people have the knowledge, skill set, and tools to build the remarkable fortresses? Moreover, how was everything carried to the hilltops? Some speculate that ancient aliens assisted with pyramids of the past; could the same apply in this case?

Reflecting

Seeing the ancient cities, walking the cobblestone sidewalks and roads, and speaking with small-business owners gave way to reflecting on all I appreciate about my work and personal life. The reflection emphasized how I am to focus on my return and what to pursue moving forward.

Look to the Sky and Observe for Moving Forward

As time passes, continue to embrace all the learning lessons, both good and bad. These events point one to a better path for a fruitful journey. Disappointments happen daily but incorporate what you learn into your next project or journey to improve future outcomes.

Remember, it does not matter what your peers believe about your ambition; what you think and how you decide to proceed matters most. If you need proof, in addition to your long-term and short-term goal setting, make a separate list of your fulfilling goals achieved as time moves forward. It motivates you to continue your unique path regardless of what others say. Retaining your unique identity and approach to business and everyday life will seem like some unforeseen accomplishments magically occur.

Conclusion: Look to the Sky and Observe for Moving Forward

The reflection during vacation and upon my return confirms that the creative mind may work in mysterious ways. Following our intuition, the success we desire upfront eventually appears when we remain faithful to our ambitions and goals.

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Table of Contents* What Is a Reverse 1031 Exchange? * Benefits and Challenges * Process of Conducting a Reverse Exchange * Strategies for Success * Mistakes to Avoid * Impact on the Real Estate Market * Future Trends in Reverse Exchanges

What Is a Reverse 1031 Exchange?In the nuanced universe of real estate investing, reverse 1031 exchanges stand out as a sophisticated strategy that allows investors to acquire new properties before parting with existing ones. This significantly differs from the traditional 1031 exchange process, which mandates selling before buying. The reverse strategy empowers investors to better synchronize with market fluctuations and desires for specific properties. This method is particularly advantageous in a highly competitive market, where the delay introduced by the typical sell-then-buy process could mean losing out on a coveted property.

The rationale behind reverse 1031 exchanges is rooted in tax efficiency and strategic asset management. By setting the acquisition process in motion first, investors can secure the properties they need without being strong-armed by impromptu market conditions or pressured sales. The core of this transaction lies in its ability to defer capital gains taxes, thus allowing for more robust reinvestment opportunities that are vital for portfolio growth and diversification.

Benefits and ChallengesThe allure of reverse 1031 exchanges is somewhat twofold. On one hand, they offer substantial benefits such as increased flexibility and the potential for significant tax deferral. Investors are granted the luxury of waiting to sell until conditions are most favorable, optimizing their financial outcome; additionally, in markets experiencing rapid inflation or rising demand, holding out until the seller’s market peaks can result in higher returns on property sales.

Nevertheless, the challenges associated with reverse exchanges are noteworthy. Firstly, they require a more significant initial capital outlay, as the replacement property must be acquired before the relinquished property is sold. Furthermore, these exchanges entail intricate IRS regulations that must be meticulously followed to achieve the intended tax benefits. This complexity can act as a barrier to entry for newer or less financially robust investors, thus necessitating professional guidance for successful execution.

Process of Conducting a Reverse Exchange The Role of Qualified Intermediaries: A qualified intermediary, or QI, is essential to any reverse exchange. They temporarily hold the property title during the exchange process, ensuring compliance with IRS codes. Without a competent intermediary, an exchange risks disqualification and could trigger unwanted tax liabilities. * Identifying Replacement Property: Identifying the replacement property is crucial to the process. Investors must perform due diligence to ensure the property meets investment objectives and offers good value. This involves a deep dive into market analyses, comparative valuations, and a careful review of property conditions. * Deadlines and Compliance:* Timely execution is paramount in reverse 1031 exchanges. Adherence to the 45-day identification period and the 180-day closing requirement outlined by the IRS is critical. Missing these deadlines can negate the exchange, resulting in the total immediate taxation of capital gains.

Strategies for SuccessStrategic foresight and robust planning are indispensable for executing a reverse 1031 exchange. Engaging a team that includes seasoned real estate advisors, tax professionals, and legal experts can significantly enhance decision-making processes. It is crucial to leverage their expertise to navigate market opportunities and mitigate potential risks. Additionally, a keen understanding of the macroeconomic conditions shaping the real estate landscape will help investors optimize their purchases and sales.

Mistakes to AvoidEven the most seasoned investors can stumble in reverse exchanges if common missteps are not avoided. One notable mistake is failing to account for the state of the overall real estate market before engaging in the trade, which can lead to unfavorable sale conditions. Another pitfall is neglecting to choose a qualified intermediary diligently, who holds the key to maintaining the transaction’s tax-deferred status while it is in progress.

Impact on the Real Estate MarketReverse 1031 exchanges provide benefits at the investor level and contribute to the dynamics of the broader real estate market. These exchanges can enhance the market vibrancy and spur economic growth by facilitating increased liquidity and enabling investors to swap assets without immediate tax implications. While their footprint in the market might be more pronounced during bullish cycles, they remain an essential tool for investors looking to shuffle assets strategically.

Future Trends in Reverse ExchangesThe future of reverse 1031 exchanges looks promising, especially as new technological advancements and regulatory changes emerge. As real estate markets become increasingly data-driven, the ability to perform nuanced market analyses will be essential. Furthermore, modifications in tax codes could expand or restrict the utilization of these exchanges, making it crucial for investors to stay informed. Industry experts believe that with rising demands for flexibility and tax efficiency, reverse exchanges will only become more integral to strategic real estate investment. Monitoring industry trends and forecasts will be vital to maintaining a competitive edge.

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Ego, the Latin word for “I,” involves a sense of self-importance that can slow down personal growth and negatively impact interactions with other people. This term is used to define our own sense of self-worth. Often, it is applied in a negative context, with the phrase “inflated egos” associated with arrogant or unapproachable leaders. On the other hand, leaders without healthy egos may struggle to inspire confidence and trust in their teams. So, when it comes to ego management, there’s a delicate balance to strike. Egos can be both a blessing and a curse.

Difference between Ego and PrideWe need to know a subtle difference between ego and pride though it is often used interchangeably by many. However, these two words are interlinked since they refer to a state of mind of an individual. Ego can be defined in simple terms as the way how a person perceives him/herself.That is how the particular individual thinks, feels, and distinguishes him/herself from the rest.Pride, on the other hand,is a feeling one may get after an accomplishment or a success of oneself and someone else. This is the key difference between the two.

Let’s assess who these ego-centric people are around us?

1. Control FreaksOne of the most prevalent ego traps in leadership is the desire to control and dominate every aspect of their businesses. Leaders who fall into this trap struggle to delegate tasks, micromanage their subordinates, and avoid feedback. To overcome this trap, leaders must learn to trust their team members, empower them effectively, and embrace collaboration and diverse perspectives.

2. Individual DecisionmakersLeaders with inflated egos are bound to fail eventually in one way or the other as they love to listen to themselves only. As a result, they avoid taking risks and seek feedback from their team. Instead, they make unilateral decisions to protect their ego and sometimes they avoid making any decisions. However, failure is an inevitable part of leadership and offers valuable learning opportunities. Leaders should cultivate resilience, adopt a growth mindset, and encourage experimentation and innovation within their teams.

3. Recognition SeekersSome leaders promote self-recognition and status over anything else in their respective organisations. A classic example is they would be over-cautious to know in advance where exactly they are seated at an event — be it a corporate dinner or an award night. They go through this Me-Centric syndrome all the time. They stay engaged in self-promotion, taking credit for their employees’ accomplishments, and prioritise their own agenda over collective business goals. True leadership involves humility and a commitment to serving others rather than seeking personal glory.

4. Inflexible & Closed-mindedEgo-centric leaders strongly advocate that it’s their way or the highway and are resistant to change over new ideas. They remain strong advocates of the status quo. They consider their past successes as the only way to look to the future, without realising that times have changed. This closed-mindedness stifles innovation, creativity, and adaptability within the organization. Leaders should remain open to feedback, embrace diversity of thought, and cultivate a culture of continuous learning and improvement.

5. Overconfident & ArrogantWhile confidence is an essential trait for effective leadership, excessive self-assurance can lead to arrogance and hubris. Overconfident leaders may underestimate risks, dismiss feedback, and make reckless decisions that harm their teams or organizations. Cultivating humility, seeking diverse perspectives, and acknowledging limitations are essential for tempering overconfidence.

How to escape these Traps?Here are five tips to help leaders identify and overcome “ego traps.”

1. Go through Personality Assessments

Every leader must know his/her personality type. For that, they must acquire the learning agility that follows their own path to maturity and neutralising their ego. This is because individual behavior is a result of our life experiences and beliefs. So, it’s important to understand how our most powerful personality traits drive our behavior. This will help us avoid affinity bias. Multiple types of assessments aim to measure personality traits, like the Myers-Briggs personality test and Rorschach Inkblot Test.

2. Identify a Role Model

Let’s learn to associate with the best people around. Identify role models within and outside the organisations who can guide us to operate on a positive note. Mature leaders are good mentors and active listeners who create authentic cultures where employees thrive. Let’s consider a leader like this to be our role model. This will help us examine our ego-driven behaviour and guide you toward psychological maturity.

3. Sharpen People Skills

Leadership is all about people. Talking to them, mentoring them, coaching them, resolving their issues, and becoming more mature while using their positions to help others achieve their goals. Learning must continue at every stage of our careers to refine management styles to help teams succeed by providing constructive feedback.

4. Learn to Let Go

Success is not only about individual achievement and power, but it is also about being thoughtful and reflective on account of others in our teams. By relinquishing control, we promote a sense of trust in our team members and overcome our sense of being in power. We must understand the real meaning of “letting go” and “stepping back’ in organisational context. We need to understand why we get attached to people or things in the first place.

5. Stay Empathetic

InTim Cook’s 2017 MIT commencement address, he warned graduates, “People will try to convince you that you should keep empathy out of your career. Don’t accept this false premise”. The Apple CEO is not alone in recognizing and emphasizing the importance of empathy — the ability to share and understand others’ emotions — at work. At the time of his remarks, 20% of United States employers offeredempathy trainingfor managers. In arecent surveyof 150 CEOs, over 80% recognized empathy as key to success.In short,Empathyis the ability to see things from another’s perspective and feel their emotions. Putting yourself in another person’s shoes might lead you to act with compassion and do what you can to improve their situation. In doing so, you can reduce the other person’s distress as well as your own.

In a NutshellTo conclude, let’s understand that ego can be both a driving force and a stumbling block in leadership. By recognising and overcoming common ego traps, leaders can foster a culture of collaboration, growth, and success within their teams and organisations. Cultivating humility, empathy, and a commitment to lifelong learning are essential for effective leadership that prioritizes the collective good over personal ego. While confidence and self-assurance are often necessary traits for effective leadership, unchecked ego can lead to a host of problems that hinder personal growth and team success.

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Kelley Cours Anderson, College of Charleston, and Karen Anne Wallach, University of Alabama in Huntsville

Life in the digital world can be rewarding. It’s convenient to order groceries for pickup, share photographs or music, and keep in touch with family and friends, no matter the distance. However, it can also be draining. The feeling of being constantly “on” and productive has driven people to reconsider their balance in the saturated digital world.

More than 70% of American adults are concerned about how technology affects their mental health and personal relationships. This worry is reinforced through media that point to people’s unhealthy habits with social media and phones.

What to do? There is a fuzzy line between healthy and unhealthy digital consumption. Some folks feel the need to fully disconnect from the digital world to understand this boundary. The idea of digital detoxing is gaining popularity. This practice involves intentionally unplugging from digital technologies in the pursuit of balance and digital well-being. Nearly half of Americans report that they are making a conscious effort to regularly step away from their screens.

But is this attempt enough? It’s no surprise that 62% of Americans confess to feeling addicted to their devices and the internet. Despite people’s best efforts to unplug and strike a balance, research indicates that digital detoxes often fall short.

Digital well-being is subjective. We research technology and consumer behavior. Our recent research studied the digital detox journey, where people take a much-needed break from digital consumption, aiming to uncover what supports or sabotages those seeking digital well-being. Our findings highlighted four key strategies to improve the outcome of this journey toward achieving a healthier digital balance: replacement practices, social bonds, mindfulness, and digital well-being as a journey.

1. Finding replacement practicesWe found that feelings of withdrawal during a digital detox are quite common. For many, reaching for their phones and scrolling has become such a ritual that they often don’t realize they are doing it. Many turn to their devices when bored or stressed, much like an adult pacifier. As a result, finding an alternative to distract your mind and occupy your hands can be crucial during a digital detox.

These replacement practices often involve hobbies or activities that result in play. As adults, people sometimes forget what it feels like to have fun. By separating fun from your task list and engaging in play for its own sake, you can significantly reduce stress levels and boost your digital well-being.

1. Shoring up social bondsHumans are inherently social creatures. Indeed, tools such as email, text messages and social media offer ways to enhance social connections. This innate desire for connection, however, combined with people’s reliance on technology, can lead to feelings of FOMO – fear of missing out – and anxiety during a digital detox.

The average adult now spends 70% less time with friends than they did two decades ago. Digital devices offer connection, but pieces of the experience are missing, such as the joy of in-person contact and trust in others that can be difficult to get online. So while we’re a more connected society, relationships suffer and people are more lonely than ever.

Therefore, during a digital detox it is vital to fill your cup with community, whether through existing friendships or by creating new ones. We recommend engaging in a digital detox alongside others, because FOMO may rear its ugly head if your friend pulls out their phone during a night out.

1. Emphasizing mindfulnessIn today’s fast-paced environment, finding a moment to pause can feel nearly impossible. Many experience solitude deprivation, meaning people often don’t have moments to be alone with their own thoughts. Yet, the ability to just be can allow time for reflection, helping you consider what makes you happy and healthy. Finding moments where you can step away – to be still and silent – can provide a much-needed recharge.

With adults spending about 90% of their time indoors, breaking the routine and heading outside can offer a more holistic perspective on both personal and global well-being. In our study, yoga and meditation were common ways that detoxers found moments to become more aware of their own thoughts, which helped foster more intentional behaviors.

1. Viewing digital well-being as an ongoing journeyUltimately, digital well-being is a journey. It is not a checklist that, once completed, means you are fulfilled.

Unfortunately, a single detox isn’t enough to cure digital imbalance. Instead, a successful detox often leaves people feeling introspective and curious. Our research participants shared that relapses are common, especially if they don’t set and monitor ongoing goals. Importantly, your needs change and evolve over time. In other words, what works now might not be what you need in the future.

Willpower just isn’t enough. We recommend identifying specific goals for yourself related to your own digital well-being. These aren’t productivity goals but goals to be unproductive. The aim is to unplug in more fulfilling ways. Whether planning a weekly game night with friends or taking a 10-minute walk without your phone, making time to unplug is worth it in the long run.

Researchers still have more to learn to help support digital wellness. We should remember, though, that individual differences play a crucial role in this equation, meaning that the journey to achieving digital harmony is uniquely personal. Thus, as people navigate their tech-saturated lives, it’s clear that finding the right balance is a complex, highly individualized process.

The digital detox journey can be challenging, but many people discover it to be rewarding in the end. People are not machines, however, so recognizing your limits and finding ways to reconnect with yourself and others during a detox can significantly enhance your sense of humanity and digital well-being.

Kelley Cours Anderson, Assistant Professor of Marketing, College of Charleston and Karen Anne Wallach, Assistant Professor of Marketing, University of Alabama in Huntsville

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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The global manufacturing industry is undergoing a paradigm shift as companies embrace digital transformation. As businesses strive to stay competitive in an increasingly digital world, manufacturers are adopting advanced technologies to optimize their operations, enhance productivity, and drive innovation. Digital transformation in manufacturing isn’t just about implementing new technologies; it’s about rethinking how organizations work at every level, from the factory floor to the executive suite. The following steps provide a comprehensive approach to achieving digital transformation in manufacturing, enabling companies to unlock greater efficiency and growth.

Define a Clear Vision and StrategyA successful digital transformation starts with a clear vision and strategy that aligns with the business’s overarching goals. Without a well-defined plan, even the best technology investments can fail to deliver value. Manufacturers should begin by understanding their current state, identifying areas of inefficiency, and outlining specific objectives for the transformation. This could include improving operational agility, reducing costs, or enhancing product quality.

Once the vision is in place, it’s essential to engage all key stakeholders in the planning process. This includes executives, operations teams, IT personnel, and even frontline workers. Their insights are invaluable, as they often hold deep knowledge about the processes that require improvement. By fostering a collaborative environment, manufacturers can ensure buy-in across the organization and tailor the transformation to meet the needs of every department.

Finally, setting measurable milestones along the digital transformation journey is crucial. These benchmarks will allow businesses to assess progress, make necessary adjustments, and celebrate successes. A clear roadmap not only guides the transformation but also helps maintain momentum, ensuring the company stays on track toward its long-term goals.

Invest in Cutting-Edge TechnologiesAt the heart of digital transformation lies technology. To remain competitive in the digital age, manufacturers must adopt advanced technologies that enable data-driven decision-making and operational efficiencies. These technologies can range from the Industrial Internet of Things (IIoT) to artificial intelligence (AI), machine learning, and robotics.

The Industrial Internet of Things allows manufacturers to connect machines, sensors, and systems, creating a network of smart devices that can communicate and collaborate in real-time. This connectivity enhances predictive maintenance, reduces downtime, and optimizes production processes. Additionally, AI and machine learning algorithms can be used to analyze vast amounts of data, uncover patterns, and provide insights that lead to more informed business decisions.

When investing in these technologies, it’s important to ensure seamless integration with existing systems. For instance, manufacturers can leverage platforms like VisualSP to provide in-context support for digital tools, offering employees real-time guidance without disrupting workflows. Such platforms improve user adoption and ensure that employees can maximize the benefits of new technologies with ease.

Foster a Culture of InnovationOne of the most critical aspects of digital transformation is the cultural shift required within an organization. Manufacturers need to foster a culture of innovation, where employees feel empowered to embrace new technologies and experiment with new ways of working. Without a willingness to change, even the most sophisticated technological advancements will be underutilized.

To cultivate this culture, leadership must lead by example. When senior leaders demonstrate openness to innovation, it sends a clear message throughout the organization that digital transformation is a priority. Encouraging collaboration and cross-functional teams is another effective way to foster innovation, as it brings together diverse perspectives and skill sets that can drive creative solutions.

Additionally, providing continuous learning opportunities is essential. As technologies evolve, so must the skills of the workforce. Offering training programs and resources to help employees stay up-to-date with the latest digital tools ensures that they can contribute meaningfully to the transformation effort. A culture that promotes curiosity, experimentation, and continuous learning is one that will thrive in a digital-first manufacturing environment.

Prioritize Data and AnalyticsData is the fuel of digital transformation. The ability to collect, analyze, and act upon data is what separates successful digital transformations from those that falter. Manufacturers generate vast amounts of data every day—from production lines, supply chains, and customer interactions—yet many struggle to turn this data into actionable insights.

To overcome this, manufacturers must prioritize data management and analytics capabilities. Investing in data analytics tools that provide real-time visibility into operations enables manufacturers to make faster, more informed decisions. These insights can be used to improve product quality, optimize resource allocation, and reduce operational inefficiencies. Moreover, advanced analytics can help anticipate trends, allowing companies to proactively adjust to changing market conditions.

Building a solid data infrastructure is equally important. This includes ensuring data is accurate, secure, and accessible across the organization. Many manufacturers are turning to cloud-based solutions that allow them to scale their data capabilities and support collaboration between departments. With the right infrastructure in place, companies can harness the power of data to drive continuous improvement.

Leverage Automation and RoboticsAutomation and robotics are revolutionizing the manufacturing industry, enabling companies to enhance productivity and reduce costs. By automating repetitive and manual tasks, manufacturers can free up their workforce to focus on higher-value activities, such as innovation and problem-solving. This shift not only increases efficiency but also reduces the potential for human error, leading to more consistent product quality.

One of the most prominent applications of automation is in the use of robotic process automation (RPA) and collaborative robots, or “cobots.” Cobots are designed to work alongside human operators, enhancing their capabilities rather than replacing them. These machines are equipped with advanced sensors and AI-driven algorithms that allow them to perform tasks with precision and adaptability, making them ideal for complex or hazardous work environments.

However, implementing automation requires careful planning. Manufacturers must assess which processes are best suited for automation and ensure that their workforce is prepared to work alongside new technologies. Training employees on how to operate and maintain automated systems is critical for long-term success, as it ensures both human and machine can collaborate effectively to drive operational excellence.

Enhance Cybersecurity MeasuresAs manufacturers become more connected through digital technologies, the risk of cyberattacks increases. Cybersecurity must be a top priority during the digital transformation journey to protect sensitive data and ensure the integrity of production systems. A single security breach can disrupt operations, damage a company’s reputation, and result in significant financial losses.

Manufacturers need to adopt a proactive approach to cybersecurity by implementing comprehensive security protocols and technologies. This includes firewalls, encryption, and intrusion detection systems, as well as regular security audits and vulnerability assessments. Additionally, educating employees on best cybersecurity practices is essential, as human error is often the weakest link in a company’s security defenses.

Many manufacturers are also turning to advanced cybersecurity solutions, such as AI-driven threat detection systems, which can identify potential risks before they lead to breaches. By continuously monitoring systems and analyzing data for suspicious activity, these solutions provide an additional layer of protection. In an increasingly digital world, robust cybersecurity measures are non-negotiable for manufacturers aiming to secure their digital future.

Ensure a Scalable and Sustainable TransformationDigital transformation is not a one-time project but an ongoing journey. To ensure long-term success, manufacturers must focus on scalability and sustainability. This means adopting technologies and practices that can grow with the business and adapt to changing market conditions.

Scalability is particularly important as businesses expand or introduce new product lines. Technologies such as cloud computing, modular automation systems, and scalable data platforms enable manufacturers to adjust their operations with minimal disruption. Additionally, investing in sustainable practices, such as energy-efficient machinery or green manufacturing processes, can help companies reduce their environmental impact while also improving their bottom line.

To sustain digital transformation, it’s important to continuously revisit and refine the strategy. As new technologies emerge and market demands shift, manufacturers must remain agile and open to change. Regularly evaluating the effectiveness of current processes, gathering feedback from employees, and staying informed about industry trends will help ensure that the transformation is not only sustainable but also delivers ongoing value.

By following these comprehensive steps, manufacturers can navigate the complexities of digital transformation and position themselves for long-term success. From defining a clear vision to fostering innovation and prioritizing cybersecurity, each step is critical to building a resilient, competitive, and digitally empowered manufacturing operation.

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On Deepavali Eve, my partner called to inform me that it was happening again. I had texted partners and employees early in the morning and followed up multiple times. He reminded me of such a behavioral pattern in January, which resulted in an organization’s implosion, and almost all employees left.

I tried to explain my side — first, how the organization was chasing deadlines, and then how I was built. His point was that if the employees did not understand the importance of deadlines, they wouldn’t do it anyway. And some things, my friend, do take time.

Fact. That is just about right. If only, the organization could grow at everybody’s whimsical pace. I was the managing partner and therefore responsible for all facets of the organization. But sometimes, that is just the honorable name for a beast of burden. My other partners are smart, learned, and perhaps, even wise. They have their fries in the oven.

Here, I decided to step back. Well, that’s that.

I strongly dislike the term “silent partners.” These partners possess substantial equity in a company and usually have their positions due to passive support from a group of founders.

The managing partner and operating partners are supposed to run the show. The silent partners are to be just that — silent. So, I realized that when I rushed to seek help from them — their purpose of existence anyway — I was not getting the support I needed. But in review meetings, the remarks of dissatisfaction and innovating answers of why they are yet to be satisfied enough to contribute — they expressed that their contribution was a risk they would not take yet.

The load on me, the managing partner, has piled on as a result. There are deadlines because some transactions were coming to fruition. The complaint that the product was not there for fundraising is now gone.

The most frustrating aspect of their approach is their indifference and silence. From just seeking help, I am not sure if they want me to pray and beg, that I would not.

I operate from Chennai, which is about 300 km away from our office in Bengaluru. While Bengaluru is an attractive city, I can’t afford to relocate there. My wife prefers to stay in Chennai due to her familiarity with the area and the support network she has established here. My previous move to Mumbai was a disaster, so I am very cautious about considering another relocation.

We are well-equipped to work remotely. My business partner works from Mumbai and can effectively handle her responsibilities. The challenge we face is that, since we operate remotely, I rely on frequent updates from our employees to keep things moving forward.

When the updates are unclear and undefined, I have to get specific and more frequent updates and follow-ups.

I designed the roles of program manager and operating partner to oversee the business-as-usual processes. Initially, everything was going well; however, issues began to arise in January when deadlines started to be missed. I faced criticism for my aggressive follow-ups and for sending messages at inconvenient times. The program manager left, and a new team gradually settled in after a mass exodus. Currently, the team is still short three qualified candidates, and we have encountered challenges related to working capital during this difficult period.

I established a daily huddle mechanism in which I participated. The partner who advised me at the beginning of this process suggested that I step back. I handed over the assignment to the new program manager and stepped away from direct involvement. Since then, things have generally gone well. While there have been a few minor issues, the new team has come together effectively and is emerging as a cohesive workgroup.

Then, there are new operating partners who funnel their requests through me. The transmission of these priorities from working partners to the team is critical. This is the unaddressed space.

Why am I responsible? Because I don’t want anything to go wrong. If somebody understands the requester’s priority, then my job is done. Somehow, that is the reason for the current situation. However, it also brought forth, the challenge I posed.

Once again, I have the responsibility of setting the stage. Therefore, I have decided to take a step back.

Instead of making impetuous decisions or snap judgments, we must step back, sometimes, and grant ourselves time for slow thinking, allowing critical thinking to open deadlocks and clear up clouds dimming our journey.

― Erik Pevernagie (“The postman always rings twice”)

*Step Back and Observe: *

Stepping back means allowing myself to be for a while simply. I plan to remain quiet and inactive, letting time pass to observe how people collaborate without my involvement. This approach differs from my usual style. However, as a visionary and someone responsible for strategy and operations, I recognize my right to intervene if necessary. For now, though, I will hold my opinions and be discreet about follow-ups and interventions.

*Set Rules of Engagement: *

There will be a Category B, where the team can talk to their supervisors, which is business as usual. There will also be Category A, which deserves my time, attention, and decision-making. This will evolve into an informal mechanism that will slowly become an unspoken rule. This way, adoption will be more effective.

*Review and Support: *

There are already designated review time slots. I will focus on engaging with the team only during these times. I will ask for updates before meetings and minutes after. The team will run the meetings, and I will offer help only when needed.

*Give It a Month: *

Let’s try this out in November and share the results and learnings afterward. Why don’t we wait until then?

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My recent post on “Musical Thinking” drew excellent comments. I found that some of the commenters summarized the idea of my post better than I did.

This was initially surprising for me. Thinking more about this I concluded that it is the “The Proximity Effect” that is in play.

The author focuses on the main idea but the readers focus on the whole article. Besides, the author is very close to what he is writing which may blur his eyes from seeing the whole post clearly.

Back to the Musical Post, Dennis Pitocco summarized it very elegantly. He wrote, “What a great analogy, my friend Ali Anani, PhD … Ideas are the building blocks of creativity, and just like musical notes, they sound best when harmonized. A diverse team, like a well-orchestrated ensemble, can create something truly magical when everyone plays their part and works together. It’s a reminder that the whole is greater than the sum of its parts.”

This comment coincided later with a comment from Sujit Patel in which he wrote. “– If an individual is good at a musical instrument – chances are he/she might or might not make it to a commercial success. Now, Instead of each individual playing an instrument in a silo – why not – play in an orchestra/band – where a group of performers is showcasing their art on various musical instruments, for symphonies, theatricals, opera, etc. – all guided by the conductor/director”.

This comment invoked two ideas that I want to share with the readers. First, one is about the “Team Blurring Effect” in which the noise from the individual is hidden by the beauty of the teamwork.

Blur effect distorts the detail of an image which makes it less clear. The most common use of image blurriness is to remove noise from the image.

Teamwork does that for the individual in a similar manner to a band concealing the noise of individual musicians.

The other effect is the “Team Uplifting Effort”. This includes the synergistic part which Dennis Pitocco expressed in his comment, “. It’s a reminder that the whole is greater than the sum of its parts.”

The other part is the uplifting of individuals’ performance by “beautifying” their work in hiding their noises. Not only do we uplift the individual’s productivity but also that of the team.

Team leaders are like great musicians and photographers. They know how to blur the shortcomings of their team members and make them look great within the team effort.

Team leaders are not pursuing defects in others, but in beautifying them and planting confidence in what they do.

It is not a game of finding defects; it is in hiding them so that the good efforts shine out. This boosts the morale of every team member and amplifies the effort of all team members.

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All of us would agree that children’s success at the beginning of their educational journey is pivotal. Many educational systems also have arrangements that allow them to identify children who would benefit from early intervention to not fall behind at the beginning of their educational journey.

But we must ask ourselves questions if these systems, which have not changed as much over a long period, are working. In the United States, if children are not doing well academically, either as writers, readers, or in math, they are put in remedial groups to work with them on skills they are not mastering. Usually, even the youngest children do not really like going to these group activities because they know that the reason they are in those groups is that they are weak academically. They can tell they are singled out.

For a couple of years, together with a wonderful elementary school teacher, Lucinda Ormiston, I’ve been involved in innovating in animal-assisted education to see if therapy animals could be incorporated more creatively into children’s learning to become more than therapy animals and take on a more involved role of teaching assistants, within their preferences of activities. What we have seen because of our simple but creative innovation surpassed our expectations. We have published a book about it and have been presenting at conferences and other venues because we want parents, teachers, and administrators to know what is possible to achieve.

Of course, every time the therapy animal appears in the classroom, such an interaction already changes the way children feel, which influences their attitude toward learning, because even petting an animal makes children feel safe and happy. But so much more than this simple interaction can be done as many therapy animals are playful and can do and want to do more than sitting down, lying down, or walking around the classroom.

One of our first activities with a small group of children struggling with math was using Carmel’s kibble. Each child received a handful of my dog’s kibble, a math fact to solve, such as addition and subtraction, and was asked to use dog food to manipulate its pieces and come up with the correct answer. Children had so much fun with this idea. They also knew that my dog would check if their answers were correct by coming over and eating all the kibble from the plastic trays. If my dog ate all the pieces, that would mean the answer was correct.

In a different activity, children played hide and seek with my dog. To this day, I remember the unbelievable excitement on their faces when they learned that they were going to hide, and my dog would look for them. This activity released so much joy in these children. Before hiding, each child received a math fact that they needed to solve. Of course, they were extremely delighted to solve this math fact because once my dog found a child, the child told my dog the answer. I have never seen so much excitement on children’s faces as they were telling the right answer and getting confirmation of correctness from Carmel by wagging her tail or sitting down. Even a child who had very serious behavioral issues transformed and became engaged and creative.

Last year, we worked with a very small group of boys whose math skills were very weak. One of the boys was always sad in the classroom, but when it was time to come to the math group, his face lit up when he found out that Carmel was going to be present. One of the activities we did with these boys involved laminated leaves and laminated circles. When a student picked two or three leaves off the floor and showed them to Carmel, Carmel would naturally sniff one of the leaves, which indicated that she picked one of them for the child to use. The students were already very excited because their favorite therapy animal picked a math fact for them. After that, they solved the addition or subtraction and matched the addition with an answer on the laminated circle. After a student matched an addition or subtraction with the circle, he called Carmel and asked her if it was correct. As my dog usually wags her tail or sits down, this was a very clear indication that the answer would be correct. The boys were enthusiastic, “I am right because Carmel just sat down!”

We observed several outcomes of including my therapy dog innovatively in children’s learning math. First, this inclusion completely changed children’s attitudes and motivation for learning a subject they struggled with. They wanted to participate in learning that included their dog as a teacher’s assistant. They also wanted to put more effort into trying those math facts. They were even entertained throughout the whole activity and at the end did not want the activity to stop. We also noticed that this type of teaching influenced us as educators. We were both entertained as well and excited to see the children’s enthusiasm. I remember when I told Lucinda that I didn’t see these children struggling in math because they were doing so well when my dog was helping them. Seeing children learning math while they moved around, interacting with their teaching assistant-therapy dog, was transformational for all of us. Children became much more successful in math and started liking it because fun, especially fun with animals, can make any subject interesting. Lucinda and I were equally delighted because seeing happy children who wanted to learn is what teaching is about.

Based on our observations, I conclude that the most important aspect of improving education for struggling children might be allowing children to experience learning differently.

Having a furry friend who joins children in innovative but simple ways makes this transformative learning experience possible.

Co-author, Lucinda Ormiston is an experienced teacher. She’s currently teaching fifth-grade children. Her educational experience includes teaching third, fourth, second-grade, and remedial math. Together with Barbara Vokatis, she co-created the dog therapy/literacy lab and co-authored Teachers and therapy dog teams: Innovative collaborations to make a difference for children.

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I recently said this to a client I was working with…

All the problems we encounter and all the opportunities we create, stem from what goes on in our minds. That’s why studying and being more aware of the mind is so fascinating.

He agreed and immediately looked up the word psychology. He discovered it comes from the Greek words psyche, meaning soul or mind, and logos, meaning study or discourse. Combined, psychology literally means the study of the soul or the study of the mind. The word has evolved over time to encompass the scientific study of behaviour and mental processes, reflecting the broad scope of the field as it is understood today.

If psychology is concerned with studying how we humans experience life, we might ask what are the principles that underpin it.

In my own journey looking at this question, I landed on these three principles:

1. Thought: we have a capacity to think. We humans receive between 70 and 150 thousand thoughts a day, most of which we’re unconscious of. By ‘capacity to think’ whatever we do think, I’m talking impersonally, as one principle making up experience. This capacity is distinct from your or my personal thinking.
2. Consciousness: whatever thoughts we are aware of come to life via the gift of consciousness. Thoughts arrive in consciousness neutrally, before, quick as a flash, we fuse meaning into them. Whatever that meaning-making happens to be, it shows up as sensations and feelings in the body. We get tingles of excitement, knots in the stomach, sweaty palms, and feelings that range from joy and bliss at one one of the scale to shame and guilt at the other end.
3. Being alive: how we got here, with the gifts of Thought and Consciousness is somewhat mysterious. Often referred to as ‘The God or Spiritual Principle’, it refers to that formless energy that underpins all things and is beyond any one human’s intellect. It may be collectively felt, and if experienced profoundly, either naturally or under the influence of psychedelics, is ineffable.

Suffice to say, for our purposes here, without being alive and having the gifts of consciousness and thought, human experience of any kind whatsoever cannot form. To test how true this is for you, see if experience exists should you take one of these principles away. Have no thinking capacity? Not conscious? Not alive? Your moment-to-moment experience resides in these three principles.

Another way to think about them is to sit with the idea that you, me, and everyone else on the planet are doing the best we can given the thinking we are experiencing. Should that look vaguely true to you, you might avoid doing what I used to do, hurtle into the world of blame when business problems arise. And instead, seek to understand precisely what thinking might be causing people to feel and act as they do. Understand that and new solutions may appear that otherwise would not if we’re caught up in the blame or any other game.

Psychology and how it relates to business problemsArmed with the above principles, let’s take a look at how people experience some common business problems.

#1. Cash Flow Management

At one time I worked as an accountant. The cash-is-king mantra rang out in my head a lot. Metaphors like cash are the lifeblood of the organisation too. Whether we had just the right amount of cash to do what we needed to do, was a good measure of the firm’s health.

Cash doesn’t always flow at the same rate though, in or out. It can also debase over time, think how much £100 buys you today compared to just five years ago. Holding too much of it is not good, not having enough bleeds you, and creates dependencies on other providers of funds such as banks.

There are many systems for managing cash flow. The numbers they produce, however, reflect the psychology of those who influence how cash flows most. If you think hoarding cash, for that rainy day, makes you feel safer, doing just that would make complete sense. Conversely, if you think holding as little as possible frees up cash to reinvest in the business or elsewhere, just-in-time systems will appeal more than just-in-case ones.

How cash is managed is governed by whatever makes psychological sense to key influencers. What makes the most sense to you?

#2. Market Competition

Staying ahead of competitors can seem like an obsessive preoccupation to some. It taps into that survival-of-the-fittest meme wrongly attributed to Darwin. Tactics like deliberate price undercutting, limiting access to resources, and dirty tricks in marketing campaigns can result.

Conversely, I know of purpose-driven firms in the healthcare sector that is so determined to help patients live independent lives at home surrounded by supporting neighbours, that they train their competitors how to accomplish this in less-expensive-yet-more-patient-centred ways. You might call that a collaborative approach to competition.

Once again, how an organisation competes, reflects the dominant ideas present in its leaders’ psyches. What’s in yours?

#3. Regulatory Compliance

Some leaders resent compliance with industry regulations and laws. They think it’s too complex, time-consuming, costly, and an attack on their free will or free market principles. “Too much red tape” is a rallying call in political circles too.

This was the case when the Financial Services Authority became the Financial Conduct Authority here in the UK after the financial crisis of 2007 / 8. The switch to the regulation of conduct reflected how the integrity of the market as a whole can suffer when actors in it make up their own moral code when faced with a chance to make a lot of money even at someone else’s expense. Nowadays, unlike back in the noughties, named individuals in financial services firms carry personal liability and potential imprisonment for rule breaches. A long way from the laissez-faire ideals of those pre-crash times.

Others see compliance regimes as the minimum and use it as a base to build off; to do even more than the regulations require. Outstanding schools that see the national curriculum as just a baseline, rather than the standard to reach, are good examples.

What would you say the predominant thinking on regulation is where you work? What impact does this have?

#4. Talent Acquisition and Retention

I’ve written a lot about culture and how I think of it as an overall feeling people have about the way things get done around here. A vibe that can attract new people to join, keep skilled employees, and bring out all staff members’ potential to adapt and develop as changes in their operating environment unfold.

For instance, I recently spoke to someone who was creating what they called a prejudice-free culture. It was premised on the fact we humans are essentially the same in that we each navigate our way through life using the three principles described above, whether we’re aware of them or not. Prejudice is what she called “contaminated thinking”. It only led to notions of inequality, exclusion, and a lack of diversity; three traits that inhibit how organisations learn and adapt in these uncertain times.

While prejudice could be understood, given how deeply rooted it is in our societal culture, her view was we don’t need to blame people from all backgrounds for being contaminated. The main issue is to be aware of it and dissipate thinking that doesn’t help living a prejudice-free existence as much as possible.

This thinking is a far cry from employees being viewed through the lens of cost, or a resource that needs to be tightly monitored and controlled if it is to deliver that which is expected. This creates a very different vibe, which if accompanied by overly competitive, silo-like working, can become toxic.

Once again, people’s willingness to join you or leave is, in part at least, a function of the vibe present in your workforce, which, in turn, is driven by a leadership mindset when it comes to how best to get people to work with and for you.

#5. Technology Integration

What do you think about the technological changes that have taken place in your lifetime?

From air travel to the mobile revolution to artificial intelligence, do these disruptions excite and enthrall, offering up new opportunities or evoking that well-worn idea that we humans don’t like change, despite it being pretty constant and fast of late?

See how minds work here? If you’re implementing a change of whatever kind, technical and behavioural, people’s sense-making will differ. And it’s through understanding why those differences exist that gives you the best chance of seeing what the next best step for your project might be.

#6. Customer Satisfaction

Ever had the experience of a waiter in a restaurant wishing you a nice day but not really meaning it – as if that’s what they’ve been told to say?

Often, client satisfaction is thought about in mechanistic terms – say this twice, that three times, and this when the customer leaves. That’s what gets measured and conclusions about satisfaction levels drawn.

It’s quite different to clients saying of their own accord how a supplier really ‘gets’ them, listens so well to what they need but don’t have, and responds to this in delightfully surprising ways. This is about trust and delight not just satisfaction.

What’s in your leaders’ and teams’ psyches when it comes to serving those who depend on the work they do?

I have found the psychological lens really useful in my work. Sure other issues like systems, processes, procedures, contracts, rules, and incentives matter too, but how these are designed and implemented still reflects the deeper thinking we each live from, but often aren’t aware of.

The golden nuggets regarding how best to initiate and lead change lie in understanding thoughts embedded deeply in our individual and collective psyches. Surfacing these and helping people perform at their best, no matter what circumstances they’re in, becomes much easier.

Thanks for being here. I hope you’ll join me next time.

Until then,

Kindest,

Roger

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It is important to project a positive self-image on social media. We see a lot of people posting negative comments or pictures. In some cases, these people can get away with it by posting anonymously. But if you post in a negative manner and people find out it is you, this can stick with you for a long time, perhaps even the rest of your life.

More and more companies are using what is posted on social media against potential candidates. Argue all you want about whether they have the right to do this. But the truth is, it’s happening and there is little anyone can do about it. Even if legal actions were brought against companies for these practices, it’s difficult to prove. Companies can simply state they had other reasons for not hiring you.

Whenever you do anything online, it leaves a trail of actions that are open for people to investigate. This is especially true of social media. It’s as easy to post positive messages as it is to post negative ones. So why not concentrate on staying positive? This may even help you when you are looking for a job. Potential employers love people who have positive attitudes.

Being negative can also bring about legal actions if you are posting smear campaigns. If you are writing negative messages about others, they could sue you for slander. Even if you believe you are justified in what you post because it is the truth, that won’t necessarily stop someone from bringing legal action against you. You may win, but it will cost you time and, possibly, some money. That is compounded further if you live far away from where the court is located. You will have to pay for transportation and lodging. So you have to ask, how much did you gain by leaving negative messages? Doing this often enough will put you in the poorhouse.

Negative messages are seldom justified. It almost always comes back to haunt you and is all-around bad practice.

Alternatively, positive messages have a huge potential to make others happy, which can be rewarded when they, in turn, share with others. In social media, the old adage, what goes around, comes around, could never be more appropriate. Keep all your messages and postings positive on social media and you should never have anything to worry about, except maybe viral shares and an overabundance of goodwill.

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Employee retention is one of the most important features for the success of restaurants. High levels of turnover disrupt operations, increase training costs, and impact customer service. It will make sure that skilled employees provide greater stability among the staff, boost team morale, and ensure a consistent level of service for guests. Loyal and long-serving staff can also enhance the restaurant’s reputation, as they start building good relationships with regular customers besides knowing the work cycle. Employee retention strategies therefore can pay enormous dividends as one builds up a reliable and experienced team.

Develop a Positive Work Culture

There is a need to develop a positive work culture that will attract employees to want to stay longer with your restaurant. People stay where they are appreciated, taken care of, and valued. Encouraging open communication, ensuring that everyone’s contribution is recognized, and promoting teamwork will contribute greatly to a harmonious and pleasant work culture. A positive atmosphere will be very much provided when the managers lead by example and respect one and all. Trust and support at work allow restaurant workers to feel much closer to their place of employment, therefore being more eager to continue with the business.

Provide Opportunities for Growth and Development

When employees see opportunities for growth and advancement in your restaurant, they are likely to remain with you longer. So, if you want employees to stick longer, be sure to avail them of training opportunities and career development options that include mentorship and avenues to leadership within the organization. For instance, cross-training in other stations or jobs not only enhances their skill base but also provides variety in their working experience, thus keeping them interested and motivated. Employees who feel that they are growing professionally are less likely to look elsewhere for opportunities, hence contributing to better retention and skilled workforce.

Offer Competitive Pay and Benefits

Competitive compensation and benefits would enhance the retention of employees in competitive industries. While attractive salaries may be important, many other benefits can add a great deal of value to a compensation package, such as healthcare, paid time off, meal discounts, etc. Employees would more likely stay attached to their jobs when they feel fairly compensated and that their contributions are being valued. Even small benefits can mean a lot to job satisfaction and contribute to building a loyal team that values and respects them.

Apply the Use of Effective Technology Solutions

Technology, such as a kitchen display system, makes the jobs of employees easier and less stressful, thus contributing to retention. A well-organized KDS simplifies the orders, reduces errors, and improves communication between the kitchen and waitstaff, making the work process much easier. With efficient systems to fall back on, staff are less likely to feel overwhelmed with the workload, something that often leads to stress and burnout. Useful technology will make the work environment more pleasant and productive, which will translate into a better employee experience and a desire to continue with the restaurant longer.

Recognize and Reward Effort

Probably one of the best ways to build morale and loyalty among your staff is to appreciate hard work and dedication. Regular acknowledgment of individual and team achievements allows employees to feel their work is recognized and valued. This doesn’t have to be formal; sometimes a simple thank-you or reward given for good service or to mark an achievement is meaningful. This recognition program, based on such milestones, standout performances, or dedication, will add value to an employee’s job and improve their chances of continuing on with your restaurant.

Foster a Supportive Work-Life Balance

With restaurants comes a fast-moving pace and late-night gallery; hence, helping employees achieve a good balance of work and life is very important. You can prevent burnout among your staff by offering flexible scheduling, distributing shifts fairly, and providing time off. Workers will be more apt to stay with a job that allows them to meet their commitments both personally and professionally. Fostering a supportive work-life balance will empower you to enable a team that’s truly happy, more productive, and less likely to desert ship anytime soon.

Retaining restaurant employees can be effectively actualized with a supportive culture, growth opportunities, fair compensation, effective technology, recognition, and work-life balance. It is then and only then that employees feel valued, respected, and cared for, and are really committed to their job. The focus, for these retention strategies, should be on getting more dedication from the team, smoother operations, and an improved dining experience for your customers.

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Stories define people – they shape our relationships, cultures, and societies. Unlike other skills replaced by technology, storytelling has remained uniquely human, setting people apart from machines. But now, even storytelling is being challenged. Artificial intelligence, powered by vast datasets, can generate stories that sometimes rival, or even surpass, those written by humans.

Creative professionals have been among the first to feel the threat of AI. Last year, Hollywood screenwriters protested, demanding – and winning – protections against AI replacing their jobs. As university professors, we’ve seen student work that seems suspiciously AI-generated, which can be frustrating.

Beyond the threat to livelihoods, AI’s ability to craft compelling, humanlike stories also poses a societal risk: the spread of misinformation. Fake news, which once required significant effort, can now be produced with ease. This is especially concerning because decades of research have shown that people are often more influenced by stories than by explicit arguments and entreaties.

We set out to study how well AI-written stories stack up against those by human storytellers. We found that AI storytelling is impressive, but professional writers needn’t worry – at least not yet.

The power of storiesHow do stories influence people? Their power often lies in transportation – the feeling of being transported to and fully immersed in an imagined world. You’ve likely experienced this while losing yourself in the wizarding world of Harry Potter or 19th-century English society in “Pride and Prejudice.” This kind of immersion lets you experience new places and understand others’ perspectives, often influencing how you view your own life afterward.

When you’re transported by a story, you not only learn by observing but your skepticism is also suspended. You’re so engrossed in the storyline that you let your guard down, allowing the story to influence you without triggering skepticism in it or the feeling of being manipulated.

Given the power of stories, can AI tell a good one? This question matters not only to those in creative industries but to everyone. A good story can change lives, as evidenced by mythical and nationalist narratives that have influenced wars and peace.

Studying whether AI can tell compelling stories also helps researchers like us understand what makes narratives effective. Unlike human writers, AI provides a controlled way to experiment with storytelling techniques.

Head-to-head resultsIn our experiments, we explored whether AI could tell compelling stories. We used descriptions from published studies to prompt ChatGPT to generate three narratives, then asked over 2,000 participants to read and rate their engagement with these stories. We labeled half as AI-written and half as human-written.

Our results were mixed. In three experiments, participants found human-written stories to be generally more “transporting” than AI-generated ones, regardless of how the source was labeled. However, they were not more likely to raise questions about AI-generated stories. In multiple cases, they even challenged them less than human-written ones. The one clear finding was that labeling a story as AI-written made it less appealing to participants and led to more skepticism, no matter the actual author.

Why is this the case? Linguistic analysis of the stories showed that AI-generated stories tended to have longer paragraphs and sentences, while human writers showed more stylistic diversity. AI writes coherently, with strong links between sentences and ideas, but human writers vary more, creating a richer experience. This also points to the possibility that prompting AI models to write in more diverse tones and styles may improve their storytelling.

These findings provide an early look at AI’s potential for storytelling. We also looked at research in storytelling, psychology and philosophy to understand what makes a good story.

We believe four things make stories engaging: good writing, believability, creativity and lived experience. AI is great at writing fluently and making stories believable. But creativity and real-life experiences are where AI falls short. Creativity means coming up with new ideas, while AI is designed to predict the most likely outcome. And although AI can sound human, it lacks the real-life experiences that often make stories truly compelling.

Closing in?It’s too early to come to a definitive conclusion about whether AI can eventually be used for high-quality storytelling. AI is good at writing fluently and coherently, and its creativity may rival that of average writers. However, AI’s strength lies in predictability. Its algorithms are designed to generate the most likely outcome based on data, which can make its stories appealing in a familiar way. This is similar to the concept of beauty in averageness, the documented preference people have for composite images that represent the average face of a population. This predictability, though limiting true creativity, can still resonate with audiences.

For now, screenwriters and novelists aren’t at risk of losing their jobs. AI can tell stories, but they aren’t quite on par with the best human storytellers.

Still, as AI continues to evolve, we may see more compelling stories generated by machines, which could pose serious challenges, especially when they’re used to spread misinformation.

Haoran Chu, Assistant Professor of Communications, University of Florida and Sixiao Liu, Assistant Professor of Population Health Sciences, University of Central Florida

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Humans are fractals in their habits and character. What they do in one place they repeat everywhere and any time. It is the habit of using models that I focus on in this article. The habit of using 4Ps models in marketing, storytelling, in organizations, in creativity and communication.

Let us scan this habit and discover its utility.

4Ps in MarketingMost readers are familiar with this model and so will only remind the readers of the four P components.

The four Ps are product, price, place, and promotion. They are an example of a “marketing mix” to help marketing people in planning their marketing strategies.

Four Ps and CreativityThese 4Ps of creativity were first introduced in 1961 by Mel Rhodes in his article titled, “An Analysis of Creativity” in which he defined the four Ps as:

• Person– what are the characteristics and traits of the creative person?
• Process– what process the creative person used in his creative work?
• Press– what was the nature of the situation and its context within the creative press (or environment)?
• Product– what was the quality of the creativity product?

Four Ps of Communication of ChangeThe four Ps used in communicating the need for change are:

• Purpose– to answer the question why do we do what we do?
• Picture– what shall the future picture be like once change is implemented?
• Plan– the plan for change and how to get there.
• Part– the question each change agent should as himself is what is my role or part in this change?

The Four Ps Model of OrganizationThe four Ps used for modeling organizational design for change are

• People– the importance of involving people in the change process
• Process– of implementing change
• Purpose– the importance of having a grand purpose for change, and
• Performance– and the need to have metrics to gauge the progress of the implementation of change.

The Four Pillars of StorytellingTelling stories is a skill that we all need in all facets of life. No wonder storytelling has its four Ps as well.

These four pillars are:

• People– these are about the characters in the story and the desire they have to do something.
• Places– the desire to be say a renowned writer will reflect in the places where you or the character tends to spend his time. For a promising writer you would find him in book shops, libraries and even reading while on a bus trip.
• Purpose– this is the why behind our story. The moment our audience or readers must find an answer to the question every one of them asks. What is in it for me?
• Plot– this is about the structure of the story whether it is 3-acts or four or more.

People and purpose repeat in many of those 4Ps models. The biggest fact in life is people and why we do what we do for them remains very high on our priority list.

You see people carry their habits including that of thinking to many areas of life. Thinking in 4Ps is a habit like many more that people keep on repeating.

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Is it ever beneficial to intentionally send the wrong message? That’s the question that drives the conversation when Richard Bistrong, Ron Carucci, and Heather R Younger, J.D., CSP® join the ethics panel to Grapple with the Gray.

Here is our topic: Earlier this summer, a CEO and tech entrepreneur named Rob Dance ignited a firestorm on Twitter with a post titled: “Things I’m sick of hearing from my employees.” His list included: Can I leave early today? I’ll be in late this morning. My child is sick, can I rush off? I’ve got a doctor’s appointment tomorrow, is that okay? I’m going to be late back from lunch, I’ve got some things to sort.

He concludes with this pithy, editorial remark: I don’t care. Not surprisingly, the post attracted a barrage of critics, decrying his insensitivity and calling him a variety of colorful names. To which he replied with a short question: Did you finish reading the whole post? Because he concludes with these comments: “I hired you for a job and I fully TRUST you to get it done. I don’t need you to account for every single hour. Times have changed, and the workplace is different these days. People are sick of being treated like children. “All that should matter is that everyone is happy, and that the work gets done. My advice to companies: Treat your staff like adults. That’s it, that’s the big secret. Give them autonomy, respect that they have lives outside of work, don’t gaslight them into being grateful for not being fired every day. Output should always trump hours.”

One of my mantras is that Trust is the T in ETHICS. But is it wise to trust that readers will make it to the end of a provocative post and not miss the twist at the end? Does this style come across as snarky or refreshingly candid? Is it worth the risk of being misunderstood to make a critical point? And aside from style, is Rob Dance’s advice practical in a culture where so many employers complain about workers slacking off and shirking their responsibilities? And if it is, why does it seem to be so rare?

Richard Bistrong is CEO of Front-Line Anti-Bribery, LLC, assisting organizations with ethics, compliance, and anti-bribery challenges to help surface unknowns and shine a light on the real-world importance of operationalizing ethics & integrity.

Ron Carucci is the owner and managing partner of Navelent, helping organizations articulate a strategy for success, translate that strategy into results, and develop exceptional leaders along the way.

Heather Younger is a Certified Speaking Professional and LinkedIn Learning instructor. She is also CEO and founder of Employee Fanatix, helping equip companies and organizations with the intelligence they need to improve the quality of work life for their employees.

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Together, we can build a future where “None of Us Are Home Until All of Us Are Home.”

Calling All Media Partners: Help Us Spark Compassionate ChangeAre you someone or do you know someone who knows someone in the Media (radio, TV, Print, Podcast, etc.) business who can help us shine the light on the unsheltered (homelessness) around the world?

For many, encountering someone experiencing homelessness evokes a barrage of questions and assumptions. Are they lazy? Dangerous? Do they choose this life? These stereotypes paint an incomplete and often inaccurate picture. UNSHELTERED: None of Us Are Home Until All of Us Are Home, a new book determined to shatter these misconceptions, seeks media partners to amplify its message. This non-profit publication delves into the realities of unsheltered individuals, revealing their stories of resilience and the challenges they face. Net proceeds from all sales will be distributed to good nonprofits that serve the unsheltered/homeless community.

Why “Unsheltered”?The book goes beyond the conventional term “homeless,” opting for “unsheltered” to capture a broader scope. It encompasses those living on the streets, in vehicles, or in unsuitable structures. This shift in language aims to inspire a more nuanced understanding of this complex issue.

Beyond the StereotypesUNSHELTERED dismantles common myths about homelessness. Many individuals experiencing homelessness work, often facing immense difficulties securing jobs due to lack of permanent addresses or reliable transportation. Mental health issues or addiction aren’t universal factors; in fact, most unsheltered people are not a threat, but rather victims of violence and theft.

Changing the Narrative, One Story at a TimeThe book features real-life stories, each with the power to transform perceptions. These narratives reveal the humanity behind the experience, demonstrating that unsheltered individuals are just like us – facing hardships that have left them without a roof over their heads.

Join Us in Making a DifferenceUNSHELTERED seeks media partners who share the mission of fostering empathy and understanding for those experiencing homelessness. By sharing this book’s message, we can collectively shift the narrative and promote compassionate solutions.

Next Steps? Contact the Co-Authors, Dennis Pitocco (bizmastersglobal@gmail.com or via LinkedIn below) or Peggy Willms (peggy@allthingswellness.com) to help us amplify the visibility of such an important global issue. We are available for interviews in any format.

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For our struggle is not against flesh and blood, but against the rulers, against the authorities, against the powers of this dark world, and against the spiritual forces of evil in the heavenly realms. Ephesians 6: 11

Can our businesses and careers be subject to attack by the ‘spiritual forces of evil’? And, if so, what does that look like?

Scripture can shed some light on this subject. We know that Job was attacked by Satan, and lost his business, his family, and his home. That is as clear a case of Satanic attack as there is.

More subtly, we know that the Israelites, in their many seasons of falling away and worshipping strange gods, were often condemned for taking advantage of the poor and striving after money and wealth. These actions were certainly empowered by the spiritual forces of evil represented by the various false gods. Evil twisted their business to its own end.

And remember that Jesus, at the very beginning of his ministry, was subjected to Satan’s temptations.

So, we have some indications in scripture that evil can and does influence our marketplace lives. In order to examine the practical, day-to-day manifestations of evil in the marketplace, we need to rely on the experience of wise and mature Christian men and women who have striven against evil forces in the marketplace for years.

For a practical answer to the question “How do the powers of the dark world and the spiritual forces of evil war against our careers and businesses?” here is one person’s opinion. I see evil operating in the marketplace in these ways.

1. Keep them on the bench.

Evil has removed most of the Christian businesses from the playing field and they sit comfortably on the bench. No need to personally attack these businesses and their executives. They have been removed from the game.

These are those thousands of Christian-owned businesses who never consider the idea that their business or career could be a ministry – a powerful force for good in the communities they serve. These folks compartmentalize their businesses. They think that since they attend church regularly, they can operate in the marketplace as if they had no relationship with Christ.

This is one of Satan’s greatest ploys. By convincing millions of Christian businesspeople that their business and careers don’t matter to God, he has effectively kept them out of the game. As a result, millions of people, across time and geography, have never been exposed to a loving God manifesting through the heart and action of a Christian employer.

1. Cripple them with false beliefs and paradigms.

Certain false beliefs serve to rob a Christian business of its power in the marketplace and keep it operating at a fraction of its potential. The forces of evil have sown some false beliefs among Christian businesspeople. Some of these are:

1. God isn’t interested in my business/career.
2. Ministry is only done under the auspices of the institutional church. So, my business is not a ministry.
3. If I am visible with my faith, I’ll jeopardize my business and offend people.
4. The obstacles to succeeding in business are too great for me to even try.
5. Success in business is all about making money.

No matter how pious you are, if you hold any or any combination of these beliefs, your potential has been severely crippled by the forces that instilled those beliefs into your head.

Until you rid yourself of these beliefs, your career/business will never reach its full potential to be a force for the kingdom.

There’s more.

These two major efforts of the ‘forces of evil’ are very successful and have served to keep the vast majority of potential Christian marketplace ministers on the bench and out of the game.

A few manage to emerge from this caldron of deceit. They see themselves as ministers to the marketplace and fully embrace that commitment. Since they attempt to be visible and impactful in the marketplace, they become subject to other sinister forces.

1. Harass and distract them.

For those who have embraced the ‘business is ministry’ concept and are committed to having a kingdom impact through their business and career, the forces of evil resort to a much more hands-on approach – attempting to deceive and discourage us.

Here’s an example of what this looks like in real life.

A number of years ago I was filming a series of lessons for Bible school teachers.

Everything that could go wrong did. We’d arrive at the studio to film, and the cameras didn’t work. Or the lighting technician didn’t show up. Or an important bulb had burned out. There was always some glitch that prevented or delayed the filming. No filming session went the way it was supposed to.

We saw the same thing in editing. The editing equipment didn’t work, even though it was new and state-of-the-art. The software had a glitch. It was one small delay after another. What was supposed to take a couple of months took almost a year. I remember, in a fit of frustration, shouting, ‘What is going on here?”

What was going on was Satan was trying to derail the project. Today, we call that spiritual warfare. For those of us in business it means that Satan will try to thwart our business effort and discourage us to the point where we give up.

It’s a very real issue for Christian businesspeople.

Here’s another example involving the publication of The Good Book on Business, my most recent book. The Lord led me to write that book, and I had a very real sense of his guidance as I wrote it. Getting it published was another story. First, I sent it to my literary agent, with whom I had worked for 20 years. He repackaged the book and tried to sell it to mainstream publishers, who all declined, saying it was too religious for their markets. He suggested I find an agent who dealt with the religious market, as he did not. I contacted a half a dozen Christian literary agents and was rejected because I was not a pastor with a big church following. My book didn’t have the potential for enough easy sales.

So, after almost a year of pursuing a trade publisher, I decided to self-publish. I found a suitable self-publishing company and got the book ready for them. While the book was going through the publishing process, we created a marketing plan to sell it. At last, the book was published. We were happy with it, and were about to begin marketing it, when the publisher announced that they were going out of business and would no longer support any of their titles.

We put everything on hold and set about publishing it through Amazon. The process turned out to take twice as long as we had hoped, as we experienced glitches at every step in the process. Finally, two years later than planned, we got the book out and began marketing.

I attribute all the glitches and the difficulties to harassment by the spiritual forces of evil. Satan did not want this book published and relentlessly tried to derail it.

Those are examples from my life, but they are hardly unique. Almost every Christian businessperson has a similar story of some effort being supernaturally hindered.

Satan is real, and the Bible indicates that he wants to destroy us and our works. He and his minions have the ability to intervene in circumstances and plant thoughts and ideas into our heads and in those around us in order to derail our efforts, discourage us, and eventually defeat us.

“Dogs don’t bark at tombstones. “I remember that expression booming from the lips of an old southern preacher years ago. His point was this – if you are just taking up space on the planet, like a tombstone, you won’t attract Satan and all the other detractors. But, if you are trying to have an impact, you’ll draw the attention of the forces of evil.

In our terms, if you believe that your business or your career is just about making money and has no potential to impact the kingdom, you probably won’t be bothered. Satan already has you where he wants you – distracted by money and impotent in the Kingdom.

If, however, you believe that your business and career can be a force in the Kingdom, and you are attempting to transform it into a Biblical business, you’ll attract the attention of the forces of evil.

In those circumstances, spiritual warfare is inevitable. You’ll be wise to prepare for it.

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In a world where change is often the only constant, developing leadership skills that enable change is crucial. Every employee in a management role must recognise the need for change, whether within their teams or the wider organisation, to help navigate evolving landscapes. This mindset is essential in competitive markets, where continual improvement is key to remaining relevant.

Yet, the process of change isn’t just about survival, it’s about making the most of opportunities to innovate, grow and thrive in an ever-changing business world. A significant number of studies show that a majority of change and transformation initiatives fail to deliver on the outcomes expected, that perhaps only about 30% actually deliver what was hoped for. Why, because leaders core leadership skills were not effectively developed.

Understanding Transformational LeadershipAt the heart of leading change is the concept of ‘transformational leadership’. This leadership approach is defined by its focus on motivating team members to broaden their mindset, exceed their usual limits and proactively participate in the process of improving day-to-day operations to transform the organisation.

By adopting this continuous improvement mindset, transformational leaders promote steady constant growth, ensuring an organisation remains current. Not to mention, avoiding disruptive and large-scale changes when the organisation discovers, after years of no change, it is well behind what’s needed which is common in many industries.

Encouraging out-of-the-box thinking and supporting creativity will enable transformation and boost organisational outcomes. It will also instil a sense of purpose and belonging among teams, not only improving engagement but promoting a commitment to the organisation’s vision and goals.

It’s important to understand that a significant driver of effective transformation is emotional–belief amongst employees in the vision leaders create. An employee’s effort will potentially increase by about 20% if they become rationally committed to a change – “it makes logical sense”. But if they become emotionally committed it can increase effort by over 40% – “I believe”.

Developing Leadership Skills for Growth and ChangeTo create an organisation that prioritises growth and change, and to optimise the number and quality of ideas developed by employees, there are some key actions to take;

1. 1. Create an Inspiring Environment – Establish a positive and motivational culture at the team level. Good leaders should inspire team members to contribute their best ideas, building a collective desire for improvement. This is about the leader listening, showing they care, and building trust. This is employee engagement.
2. 1. Encourage Strategic Thinking – Motivate team members to identify opportunities that align with the organisation’s goals and objectives. Understanding the bigger picture helps generate ideas that contribute to overall improvement, builds commitment, and enable agility whilst also breaking down silos. That then enables more effective collaboration across the organisation which further enhances performance.
3. 1. Positive Consideration of Ideas – Actively and positively evaluate the ideas presented by team members. This approach not only shows their contributions are valued, but also encourages a culture of openness and innovation. Constructive feedback is key, even if an idea doesn’t move forward it’s critical recognition for creating it is given.
4. 1. Effective Application and Support – Once viable ideas are identified, ensure they are supported whilst put into practice. This is crucial to turn these ideas from concepts into actionable and beneficial changes for the team and organisation. This also demonstrates to everyone that new ideas are welcome and actioned where they can be.

Implementing these steps effectively is essential for reaping the benefits of transformative leadership. But management teams also need to develop specific leadership skills that support and drive growth and change within their organisations;

• • Optimised task delivery skills – These are the foundation for success day to day even without change being required. Too often however these are lacking, data suggests that this is a critical barrier to enabling best outcomes and transformation.
• • Adaptive Thinking – Embrace a growth mindset by seeing change as an opportunity, not a challenge. This involves continuous learning and adaptability, which enables agility, key leadership skills for navigating an evolving business environment. This includes preparing contingency plans to ensure smooth transitions during organisational changes.
• • Strategic Vision – Master the art of strategic thinking then planning. This requires understanding the organisations key objectives and then setting clear goals and milestones for the team to support them.
• • Effective Communication – Develop the ability to communicate a vision effectively, inspiring and engaging others, showing how they contribute to the big picture and how that then benefits them. An effective leader will then use their enthusiasm to encourage change and further build belief to motivate the team.
• • Resilience in Adversity – Learn to view challenges as opportunities for improvement, encourage team members to support each other, to bring the team together in a focused way to overcome adversity. This leadership example is key in fostering a culture that views setbacks as opportunities for learning and development.
• • Team Appreciation – Prioritise recognising team efforts and celebrating successes. This not only reinforces teamwork but also boosts morale, creating a sense of achievement and belonging that drives a team towards wanting to be even more successful.

Becoming an Effective Leader Who Promotes ChangeAll in all, the development of leadership skills that are focused on growth and change is critical in today’s fast-paced world. By embracing transformational leadership, management teams can not only adapt to change but become catalysts for positive constant improvement within their organisations. Ultimately, business is about staying ahead of the curve and using change to your advantage.

When improving your leadership skills, it’s beneficial to look beyond the basics of decision-making skills and communication skills and step out of your comfort zone to explore new leadership styles.

“Just good enough” as a leader is in reality “not good enough”. You must strive to be your best – optimise task delivery, get the best from people and align to strategic objectives. That will Accelerate Your Success.

You can find out more about transformational leadership, including podcasts with successful leaders who have done it, and how it can benefit your organisation.

Why I wrote this article

As a leadership speaker and motivational speaker, my articles are focused on helping leaders beat the challenges they are facing and become more successful. They try to solve the key challenges leaders from amongst the over 22,000 from around the world I have spoken to have told me they face. Many of them are consistent.

As a leadership speaker, my objective is to help leaders use my Accelerate Your Success system to be more successful by equipping them with the tools and confidence needed to tackle challenges and seize opportunities then, as a motivational speaker, to inspire them to take the first step on their journey.

The insights in the articles are based on my 40 years of experience in “hands-on” leadership roles in the military, business, and Government, 25 of those delivering major transformations and developing the performance of senior leaders. That’s then interwoven with success stories from real business case studies.

As a leadership speaker and motivational speaker to ensure a successful event that delivers insight, interaction, inspiration, and impact tailoring is key. This focused approach is how I help leaders and their organisations to achieve their desired event outcomes – beating challenges, exceeding objectives, managing transformation and change, becoming Entrepreneurial Leaders, and whatever is critical for them to take action on afterward for success.

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You cannot lead others until you first lead yourself. You can lead yourself at your best only if you invest in yourself first.

– John Maxwell

A few months back I was on my way to do a photoshoot. This particular one was a beach location which I always enjoy. On this day, however, a fog had set in. What made it somewhat unusual was that a dense fog of that magnitude would likely occur in the early morning. However, this was a mid-afternoon shoot which caught me off guard.

Visibility on the beach was significantly diminished but the sunlight that peeked in through the clouds made for some fascinating shots. I was mesmerized by the beauty of the beach that day. The combination of the fog and piercing light gave me a new and much different perspective than I had ever experienced. It was truly memorable.

My approach that day to the photoshoot could have been one defined by frustrations over elements beyond my control. In photography, that is a common occurrence. One second you are ready for a shot and 30 seconds later the lighting changes or some other issue happens that momentarily alters your ability to take the photograph.

In photography, you can wait it out and make the necessary adjustments. I easily could have allowed the fog to cause me to throw in the towel and cancel the appointment, instead, I seized the opportunity to take some amazing photographs that I otherwise would not have been able to capture.

Life works this way too. Seldom does everything go according to plan all the time. Life happens. And when it does, you can either adjust and make the best of it, or you can be overcome by it.

There will be seasons when you find yourself in a fog as a leader. Call it a funk. Call it what you will, but you know what I’m talking about. You may be reading this now and saying “That’s me!”.

I must confess that I have been in a fog for several months. One of my strengths as a leader over the past few decades has been as a writer. Whether on my website’s blog, in my books, or contributing to magazines and other business publications, writing has been my go-to medium for communicating in the thought leadership space.

To that end, writing has always been a natural talent for me. Words have always flowed freely and any complaints from editors have centered around too many words, not too few. But for the past few months, I have found myself in a fog where my struggle was not figuring out what to do about too many words, but what to do about none.

If you are in a fog right now let me share a few lessons I’ve learned.

Don’t panic

From a meteorological perspective, fog occurs when the cool air mixes with the warm air over the water, the moist air cools until its humidity reaches 100%, and fog forms. In other words, it’s a natural weather phenomenon.

In leadership, it’s not uncommon to find yourself in a fog. It happens. But when it does, that’s not the time to panic, it’s a time to see your surroundings from a different perspective and draw on your leadership instincts to get through it.

Trust the process. The fog won’t last forever, but it will give you time to learn new things about your surroundings and yourself.

Learn from it

Before the photoshoot, I was confident about my camera setting. I had done this before. But the fog changed everything. When you find yourself in a fog, you will draw from a different or seldom-used skill set to navigate your way. Embrace it and refine it.

From a leadership perspective, we don’t like being in a fog. We tend to panic and feel like things are slipping away from us. But it’s the time you spend in the fog that you learn a lot about yourself and what you are capable of. Don’t despise the fog, learn from it and be a better leader for it.

Be patient

Here’s what I know – the fog doesn’t last forever. And while we don’t like being in one, the lesson here is simple – be patient. The fog will lift. You will come through it.

The Roman poet Horace said, “Adversity has the effect of eliciting talents which in prosperous circumstances would have lain dormant.” And this is the end game of emerging from the fog, to elicit talents and skills you haven’t used in a while. This will make you a better person and a better leader.

Featured image provided by the Author

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UK Connect, a leading provider of technology solutions for the construction industry, revealed its suite of innovative services designed to boost team productivity, improve connectivity, and leverage the Internet of Things (IoT) for smarter construction practices.

The company’s offerings are based on the findings of the Construction Skills Network (CSN) 2024-2028 Outlook Industry Report, which identified significant challenges and opportunities in the construction sector, such as technological advancements, regional disparities, and the ongoing demand for a skilled workforce. However, despite the negative undertone, the research also identified some interesting growth opportunities.

UK Connect’s connectivity solutions are strategically designed to address these challenges head-on while empowering construction firms to capitalise on emerging opportunities. Key features include:

• Seamless wireless connectivity: Reliable wireless connectivity is essential for modern construction sites to facilitate easy communication and fast data transfer. UK Connect provides all-inclusive, hassle-free Wi-Fi coverage to keep construction sites connected, allowing for efficient project management and easily accessible real-time updates.
• Smart construction with IoT: IoT is the brains behind the operation, providing advanced monitoring and automation capabilities to construction sites globally. UK Connect’s IoT solutions streamline data collection, transmission, and analysis, for secure and timely insights across diverse sectors.

“We are excited to continue supplying the construction industry with these innovative solutions,” said Joe Budnar-Hunt, Chief Technology Officer at UK Connect. “Using the power of technology, we can help construction firms improve efficiency, reduce costs, and deliver projects more effectively.”

For more information, you can visit UK Connect.

About UK Connect

UK Connect is a leading provider of wireless connectivity solutions for the construction industry. With expertise in 5G, satellite communications, private cellular networks, and more, UK Connect uses innovative technology to empower construction firms to boost employee productivity, improve site safety, and streamline operations through reliable and secure communication across diverse sectors.

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When does character assessment become invasion of privacy? That’s the question that drives the conversation when Deb Coviello The Drop In CEO, Diane Helbig, and Raj Tut join the ethics panel to Grapple with the Gray.

Here is this episode’s ethics challenge:

A woman shows up at a company office to interview for an administrative position. Her resume is impressive, she is dressed professionally, and she enjoys a cordial and comfortable conversation with the interviewer. As the interview seems to be winding down, she feels confident and encouraged, when out of the blue the interviewer says, “May I take a look in your purse?” The candidate is caught completely off guard. When she asks why, the interviewer replies, “It’s the best indicator of a woman’s organizational character.” More bewildered than before, the candidate hands over her purse. The interviewer looks quickly through it, hands it back, then thanks the candidate for coming in and shows her the door. A few days later, she receives an email that her application was not successful.

This case, which was posted online, generated considerable speculation as to the interviewer’s motive. What did they hope to learn? Why might the candidate have been rejected? And should she have handed over the purse when asked?

Other stories include the interviewer who gives candidates a wobbly chair to see if they would speak up and ask for a different one, or the interviewer who invites candidates out for a drink to see if he can get them drunk.

Assuming that the intent is to discover insights into a candidate’s character, are these kinds of tactics ethical, or are they deceptive?

Even if they reveal what the interviewer hopes to discover, are they worth the cost in undermining trust and respect? And how should interviewees respond if they feel boundaries are being crossed by their prospective employers?

Meet the panelists: Deb Coviello, aka the Drop in CEO, is an author, speaker, podcast host, and silver medalist curler who coaches C-Suite leaders of today and tomorrow to navigate challenges with confidence. Diane Helbig is Chief Improvement Catalyzer at Helbig Enterprises, providing guidance and training to business owners and leaders around the world. Raj Tut is founder and CEO of Storyboard Living, creating communities that provide a safe, beautiful backdrop for life’s greatest moments.

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A serious debate about workplace culture and employee welfare in corporate environments has erupted with the death of Anna Sebastian Perayil, a chartered accountant at Ernst & Young (EY) India, who tragically passed away in July, just four months after joining the firm. Her parents have attributed her death to the excessive workload and pressure she faced at her new job.

EY’s India chief, Rajiv Memani, has since said the firm attaches the “highest importance” to the wellbeing of its employees. “I would like to affirm that the well-being of our people is my top-most priority and I will personally champion this objective,” he stated in a LinkedIn post.

While every company wants their teams to work hard, and produce, it’s important to remember more hours don’t always equal better results. Overwork can lead to the creation of a toxic work environment which – along with low productivity and stressed-out employees – often creates burnout and eventual quitting.

According to recent research:

• 33% of workers feel constantly exhausted due to work pressure
• 44% of U.S. employees report feeling overworked
• 50% of full-time employees work more than 40 hours a week.

A toxic workplace (also considered a hostile work environment) is characterized by a negative and harmful workplace that can have a significant impact on employees’ mental and physical health, as well as job performance.

For example – many companies, that underwent layoffs earlier this year, are now burdened with employees stressed out and overwhelmed by increased workloads, having to pick up the pace as well as handle the workload created with the loss of the laid-off workers. These employees, often not compensated adequately for their additional responsibilities, are quitting or considering leaving their jobs.

Clinical Health Psychologist Amy Sullivan PsyD says “A toxic work environment is a feeling and not necessarily a checklist. People know when they’re in a toxic work environment because you pay attention to what your gut is sharing with you as well as any physical responses. Your gut reaction is intuitive, but it’s also that feeling of, ‘something feels off for me right now. Either the way I’m being talked to or the way I’m not being included,’” says Dr. Sullivan.

And, by the way:

An employer can force employees to work mandatory overtime plus terminate an employee – either salaried or hourly – for refusal to work the required overtime. The Fair Labor Standards Act (FLSA), as formed by the US Department of Labor, is responsible for establishing the 40-hour work week for employees. However, the law does not place a maximum limit on the number of hours employers can require their employees to work. 

Workers, psychologists tell us:

Employees have changed their attitude towards work since COVID – prioritizing work-life balance, and seeking less stressful jobs. Plus unwilling to return to what they now realize has been a toxic work environment in favor of continued remote work.

People are becoming more aware of the importance of mental health and are willing to sacrifice higher salaries or job titles for a less stressful work environment. Bottom line – prioritizing work-life balance is essential for overall well-being and job satisfaction.

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If you are trying to make your business as successful as possible, you obviously always need to look into the marketing aspect and make sure that you are approaching this in the right way. The truth is that there are lots of things that you can do to ensure you are going to find success with that, and it’s a good idea to try and keep your options open as much as possible when it comes to this. One kind of marketing that can be hugely effective is video marketing, which is something that you are certainly going to be able to make use of in your business.

In this post, we are going to take you through a basic guide of how to use video marketing, discuss why it might be so effective, and give you a general overview of how to make use of it. By the end you should have a pretty strong idea of how video marketing can turn your business around, and you should be pleasantly surprised at just how powerful it can be.

What Is Video Marketing?As the name suggests, video marketing is essentially just any kind of marketing that makes use of video. As it happens, there are quite a few different ways in which you might be able to do this, and it’s something that you can bring a lot of originality and creativity to, which is part of why it works so well. But really any kind of marketing that is done through video is going to come under the umbrella of video marketing.

If you are keen to make good use of it, you should be aware that there are a lot of different ways you can approach it and different kinds of things you can do to ensure that your video marketing is going to be highly effective. So it’s absolutely worth thinking about that if you want to ensure you are making the most of it.

The Benefits Of Video MarketingYou may be wondering why marketing through video is so worthwhile, but actually it’s relatively straightforward. There are a number of clear and distinct benefits to video marketing, and you will need to make sure that you are doing all you can to be aware of these, as they may inspire you to make the most of it in your business and to understand and appreciate what it’s really all about. So what are some of the biggest benefits you can expect to see from using video marketing in all its forms?

First of all, it is one of the best ways to get social media engagement – which is in itself one of the best kinds of marketing appeal you can hope for. So if you are making good use of videos, you are going to find that you get a lot more engagement and that you are able to spread the word about your brand, your business and its products in this way.

Related to this, you will find that using video helps to draw traffic to your website a lot more powerfully and reliably, and that is the kind of thing that you are certainly going to find useful in terms of your general marketing too. This will lead to more leads and more sales, and that is of course the final goal of all marketing. So making use of video in your marketing is always going to be a helpful way to start turning things around for your business, and you should certainly make sure that you are thinking about that.

Creating Your Own VideosWhen it comes to starting to make your own videos, you need to make sure that you are going to have an awareness and understanding of how to make them as professionally as possible. It’s by giving a proper, professional appearance that you can hope for your videos to really work well, so this is something that you should definitely make sure you are bearing in mind here. To create your own videos, you may need a little specialist equipment, but it’s also amazing what you can achieve with some very basic kit these days, so don’t worry too much if you have a low budget to begin with.

In fact, you can create professional videos easily today by just using a mobile phone camera and the proper editing software. So you won’t necessarily need to spend lots of money just to end up with a video that you are proud of, and that is something that you should certainly be aware of in all this. Once you have started creating your own videos you are going to see just how easy it can be, and you’ll be able to make more and more.

So start making your own videos today and you should be able to develop your skills pretty quickly, meaning you can then make more and more use of those videos in your marketing generally.

Spreading Them AroundOf course, once you have made those videos, you need to start spreading them around, and this is something that you are going to need to think about in terms of how best to do it. As we have mentioned briefly above, video marketing does go very well hand in hand with social media marketing, so you should certainly consider whether you can make use of that to start spreading your videos around. That is definitely one of the easiest ways to do this and to start getting your videos seen by more and more people.

So there you have it – as you can see, video marketing can be very powerful, and an easy way to start getting more traction for your business.

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In May this year, I had the opportunity to share my work of deep listening with the Tibetan Community in Kathmandu, Nepal. I was able to sow the seeds of listening with over 200 students, 30 teachers, and a small leadership team.

The students enjoyed the sessions stating they loved to hear English being spoken and meeting someone from the UK in person. For many it was the first time, rather they listened to the language from YouTube or the movies. The students enjoyed the activities in not only discussing the impact of listening, but then experiencing it for themselves. They quickly picked up the core skills of EARS (soft eye contact, ask open questions, resist the urge to interrupt and comfort with silence) and applied them to experience being listened to in a way, unlike they had before.

They described the experience of being listened to as making them feel happy, valued, respected, motivated, and a desire to continue sharing. They recognised the impact this level of listening would have on their friendships and communication skills.

During several sessions with both the students and teachers, they asked some thoughtful questions which we explored together and came up with some fresh ideas and ways of being to address them. What about you, what do you think are the ways in which you might answer the questions below:

Questions asked:

● What is more important listening or communication skills?
● What is more important equity or equality?
● How do we stop others interrupting us?
● How do we stop someone who keeps talking non-stop?
● How do we encourage others to listen to us?

During my visit I witnessed that whilst British and Himalayan cultures represent significant diversity within their respective regions, there are still some general trends in listening behaviours which include:

1. Respect for tradition and authority figures : Both British and Himalayan cultures often have a respect for tradition and authority figures. In listening contexts, this might manifest as attentiveness and deference towards older or more experienced speakers. Consequently we looked at the idea of generating equality in our capacity to listen and think well, irrespective of hierarchy.

2. Value of politeness : Politeness is generally valued in both British and Himalayan cultures. This can influence listening behaviours, such as maintaining eye contact, nodding, and providing verbal cues to show engagement and respect for the speaker.

3. Importance of context : Both cultures recognise the importance of context in communication. Listeners in both British and Himalayan cultures may rely on contextual cues to interpret meaning and understand the speaker’s perspective.

The Principal and Headmaster kindly shared their feedback of our sessions together:

“Hearty Welcome Mam Jane all the way from UK to Namgyal High. A beautiful lady exuding all the amazing virtues- warm grace, elegance, soft spoken, humble, passionate active Listening skills coach and facilitator – Enjoyed listening and attending to her session. We are all delighted to have her in the school. She also took two sessions for our Class XII students today.

Cultivating listening skills can enhance our personal relations with other people around us, become effective leader and improve ones career and standing in community.” -Principal, Mr Norbu Tsering**

“Thank you so much for the valuable service rendered for our students and staff members. Sure, the seeds you have sown in our mind and hearts will bring fruitful results. My students love to see their pictures and remember you.” -Headmaster, Mr. Tsering Palden**

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Living in this modern age, the rapid advancement of technology made using custom chatbot development services a must for any business. Whether to improve customer response, smoothen internal flows within the organization, or increase consumer engagement, an effective chatbot can do all this and more. Today there is a versatile landscape of AI chatbot development service providers using a host of tools and techniques fto create powerful and responsive solutions.

This tutorial will take you through the basic steps of how to build a chatbot, from defining the purpose to optimization for long-term success.

What Is the Primary Purpose of Your Chatbot?The first thing you must do when choosing to build a chatbot is to define its purpose. Do you seek to automate customer service and cut the costs of outsourcing a call center? Do you want to create a sales assistant for your e-commerce website? Do you need to teach your employees or automate onboarding?

Understanding the specific goals of your chatbot is crucial, as it will guide every other decision in the tech development process.

For instance, a manufacturing chatbot development company might create a bot that helps clients track supply chain logistics or machinery maintenance schedules. On the other hand, a chatbot for a retail company might assist users in finding products or processing returns. Once you establish why you need the chatbot, it will be easier to tailor its design and functionality to meet your goals.

Who Is Your Target Audience?The second most important factor to understand is who your audience is. A chatbot designed for tech-savvy millennials will differ quite a bit in tone, functionality, and user experience compared to one designed for seniors who need healthcare advice. Consider the following when identifying your audience:

• Demographics: What are the audience’s age, professions, and level of education? Understanding all this is vitally important when setting up your chatbot’s tone of voice and even its vocabulary.
• User Needs: Are the people you work for looking for a quick answer, long information, or a recommendation based on their interests? This data is necessary for the chatbot development company to design the solution’s functionality.
• Platform Preference: Unlike one-size-fits-all, different audiences prefer different platforms-be it messaging apps, websites, or mobile apps. Backend integration capabilities will greatly affect your chatbot’s development process. Therefore, you must understand exactly what platforms to use it on.

By defining the target audience, you have the ability to align your chatbot development service to the expectations of users. This way you’ll have a higher chance of attracting, converting, and retaining customers.

What Platforms Will Your Chatbot Be Accessible On?The platform will determine what technologies to use when building your chatbot. The most common options include:

• Website: Ensure that every website visitor you have can access real-time support 24/7.
• Mobile App: If your business primarily deals with mobile traffic, you can add a chatbot to your app to boost user engagement and customer loyalty.
• Social Media: Social media platforms are the best place to deploy customer support chatbots. The most popular options for this in 2024 are Facebook Messenger, WhatsApp, and Telegram.

The majority of firms that offer custom chatbot development services can build a tool supported by multiple platforms. Therefore, you can provide your clients with a consistent experience across devices.

What Programming Languages and Frameworks Are You Familiar With?The platform you choose for deploying your chatbot will largely determine the programming language and frameworks needed to build it. The most popular options for custom chatbot development services in 2024 include:

• Python: Versatile by nature, Python is used almost everywhere in AI. The reason is that it’s very simple and flexible with a wide range of available libraries-like NLTK and TensorFlow.
• Node.js: Since Node.js is perfect for real-time application development, it automatically gets first preference among chatbots if the requirement is for speed and scalability.
• Dialogflow: Dialogflow by Google is an influential platform for creating conversational interfaces that can easily integrate with a number of platforms, including Google Assistant.
• Rasa: This open-source framework has gone mainstream in most of the chat bot development services that create higher-scale AI-driven solutions with flexible integrations and NLP capabilities.

If you’re outsourcing the work, make sure the chatbots development company you choose has experience working with the necessary programming languages and frameworks.

How Will You Collect and Process the Data Needed to Train Your Chatbot?Data is the backbone of a chatbot, especially when its performance is enhanced using machine learning algorithms. The chatbot requires large volumes of relevant information to understand the user’s query and respond appropriately. This data comes from:

• Customer Queries: One can train the chatbot on various historical data of customer interactions to respond to frequently asked questions.
• Product or Service Data: For example, in e-commerce chatbots, this would mean integration of product catalog data and user preferences for recommendations.

If you are looking for an AI chatbot development service, they must have broad experience in collecting, processing, and preparing large datasets. These companies can use several machine learning techniques in order to optimize the bot for higher performance and accuracy.

What NLP Techniques and Algorithms Will You Employ?Chatbots are able to understand human speech patterns and respond to them by using NLP (Natural Language Processing) technology. Effective NLP enables a chatbot to understand human speech patterns, however diverse or grammatically incorrect the phrasing may be.

Features such as tokenization, entity recognition, and sentiment analysis are commonly used to enrich the chatbot’s interactions. Chatbot development services today are based on advanced algorithms, for example, BERT and GPT-3. This tech enables the machines to support more in-depth conversations.

When working with a chatbot development company, you should ask what specific NLP algorithms and techniques they use. This will help you understand what the bot they create will be capable of.

How Will You Test Your Chatbot’s Performance and Identify Areas for Improvement?Before you deploy the chatbot, you must have it thoroughly tested by various groups of professionals and regular users. These tests will verify that your chatbot ‘behaves’ well and meets user expectations. Some of the testing methods include:

• Unit Testing: Testing the individual components of the bot in response to how it would react or respond to a certain query.
• Usability Testing: Real users interact with the bot and give feedback.
• A/B Testing: Various versions are run to come up with the best-performing chatbot.

In addition, the chatbots development company you work with can help you track various important metrics. For example, you can track user activity, response accuracy, and satisfaction rates to understand how to improve your solution in the future.

What Strategies Will You Use to Continuously Improve Your Chatbot Over Time?Testing doesn’t stop when your chatbot goes live. Continuous improvement is what will keep it moving forward with the changing needs of users, new data, and evolving technologies. To achieve this you will need:

• User Feedback: Let the users give feedback about their experiences with the chatbot. Use this data to determine areas of improvement.
• Machine Learning: Your chatbot must be capable of learning from every interaction it has over time. Using machine learning you can also make predictions that will be increasingly accurate.
• Regular Updates: You must keep your chatbot relevant and updated with the latest data and software.

A reliable and professional chatbot development service will ensure your bot evolves with time by integrating new technologies and user feedback.

ConclusionsIn 2024, your chatbot developement service should be well-planned. From identifying the target audience and their needs to the selection of technologies and continuous enhancement over time when the solution goes live. Today you can use technologies that will produce an immensely functional and user-friendly chatbot that can meet all your business needs.

Whether it’s a customer support bot, an e-commerce assistant, or an internal communication tool, you’ll need to partner with a chatbot development company that understands your goals and can provide a solution tailored to them.

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I was in a group conversation a while back and somebody a generation younger than me used the word duty. Oh my, you would think this four-letter-word was a profanity. I didn’t have my thoughts fully formed on the subject, but I thought it worth mulling over.

Please help me mull in the comments.

First, apparently, there is a small difference between duty and obligation. You feel an obligation to do your duty. Or you feel an obligation but don’t do your duty. That usually leads us to feeling guilty – even shameful – and we hate to feel that way. Perhaps that is why just mentioning duty caused such a stir in the discussion? Perhaps that is why we prefer not to feel an obligation but “volunteer to do the right thing”? Or not to feel an obligation and do whatever we please? Let me continue with using the term obligation rather than duty. As our feelings motivate our actions, no reason to get you into an off mood.

This, doing whatever we please, is usually called freedom. And if we can keep the focus on freedom, we don’t have to feel as guilty or shameful when we do whatever we please. After all, we are only exercising our Constitution-given freedom rights, aren’t we? But are we, as a super social species, at our best when we do as we please and don’t feel obligated to anything or anybody? (And are our Constitutional rights even about how we are with each other or just about what the State can’t stop us from doing?)

As can probably be read between (or even on) these lines, I have a bit of trouble with how we balance the concepts of freedom vs obligation. My main concern is I think we have an obligation to ourselves and each other to grow in our trustworthiness.

A hard part of trustworthiness is that it requires good boundaries. And that requires we sometimes are willing to say No. No to events. No to things. No to people. No to the immediate-gratification-hungry parts of ourselves.

Saying No can create conflict. Or disappointment. And that can make us feel guilty – and we (still) hate to feel that way. So rather than saying No we say some version of Perhaps. Or we say Yes – knowing we will probably not follow through. There is even such a thing as “The California Yes.” How sad is that?

We are unaware that when we say yes to convenience; we often say no to commitments and trustworthiness.

In my youth, I would always get involved. HOA. Industry organizations. Teaching. But when I first landed in the US and was completely overwhelmed with culture shock, I could not commit to anything. I started to get around the problem by consciously not taking on any extra responsibilities. In the first years my children went to school here in the US, I would for example not volunteer at the school. Then I took on small tasks that just required showing up. You didn’t need to sign up in advance, and nobody noticed if you didn’t follow through on your purely internal plan to help pack back-to-school envelopes or whatever was the task of the day.

I noticed that the people more committed had more fun. They got to know one another. They formed a team. So, I started chairing subcommittees. I could be committed for a couple of weeks. If I had promised to take on a task, I was good on my word. But no long-term commitments, please…

Surely, you can see it went “downhill” from there: naturally, I have done years on the PTA board. And the HOA. And the Danes Abroad Business Group.

I use volunteering as an example because the special thing about volunteer activities is people volunteer. Volunteers don’t get paid. You can’t order a volunteer to do anything. If the climate in the group gets toxic, nobody wants to join to do the work, so volunteer organizations require a type of leadership able to create a non-toxic environment. What could create a toxic climate? People who don’t feel a sense of obligation to do the work they signed up to do.

You know the volunteer who must be the chairperson but who delegates everything, and the constituents never see them or hear from them? They can kill an organization.

There is one more reason I talk about volunteering: it is because the commitments we sign up for voluntarily differ from the tasks we get assigned. Who assigns them? One source is our culture and traditions. I could have felt obligated to volunteer, had it been the norm where I grew up, but it wasn’t. Fundraising was not only not a norm for a public school; it was considered elitist and thus improper in my egalitarian birth culture.

Who are the people or causes you feel an obligation to because of your culture and traditions? How deep and wide are the obligations? To your children? Your parents? Siblings? Other family members? Friends? Colleagues? Neighbors? Fellow congregants? The Party? Fellow countrymen? Causes? The planet?

In her early memoirs, Ayaan Hirsi Ali wrote how in her Somali traditions everybody knew their ancestors ten generations back. Whoever descended through their male line from your 10xfather was your clan. And within that clan were obligations to support each other: provide room if they travel to your town, give jobs, give money… Her father, who left the family to fend for themselves and basically sold his daughter into a heinous marriage, expected the daughter to provide for him in his old age. (I will leave it up to your imagination how she felt about this.)

In a society without any other social safety net, you can see how this system of mutual obligations might be a way to assure that everybody, regardless of whether they had living descendants or not, could have some support.

Did we start to build organized safety nets because we wanted everybody to have some support – or because we didn’t want to have face-to-face interactions with relatives demanding we live up to our obligations? Or a bit of both, perhaps?

I have over the years in so many different settings seen how those who are more committed trust each other more and feel a stronger sense of belonging. Commitment and trustworthiness are siblings. When we voluntarily commit, we generate an obligation. Others may have to rush their part of a task or risk their credibility by delivering late if we don’t deliver our work in time. Just because we can send a text, doesn’t mean there is no loss of credibility when we cancel an appointment at the last moment with no excuse. After all, the other party could figure out to set time aside; a time where they might have said No to other activities to hold it open for us.

Commitment and convenience are opposites. Until we learn to say No when we don’t want to commit and give up a little of our freedom to do whatever is most convenient right here and now, we can’t say Yes to becoming trustworthy.

If you will argue that people calculate into their planning that other people will not show up, or deliver on time, or we get used to last-minute cancellations and know it is not personal, I will agree. In many cultures, punctuality is not a value. We respect other people’s freedom to change their minds. We just have to accept that, empirically, the cultures where people prioritize this way are lower on trust. And in many societies, we are gradually becoming aware trust is a high price to pay – far beyond a pervasive feeling of not belonging.

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The journey from ordinary to extraordinary is a thrilling yet treacherous climb. As you ascend, the landscape of your relationships shifts. The camaraderie that once defined your interactions must now accommodate new responsibilities and expectations. It’s a delicate dance, requiring you to redraw boundaries without severing the bonds of trust and respect.

As a mass communication specialist and ACC-certified life coach, I’ve witnessed countless individuals grapple with this midlife crisis. Drawing from the principles of NLP, I believe that authentic leadership lies not in asserting authority but in mastering the art of “relationship recalibration”. In my career spanning over 30 years, I have followed a conscious and compassionate approach to navigating change while staying true to myself.

“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things.” – Ronald Reagan.

Whatever stage of your career you may be always remember: It’s not about building walls but about creating healthy, empowering spaces where trust and respect flourish. It’s about recalibrating, not rupturing, the connections that fuel your team’s success.

Shifting Landscape: Navigating the Changes in Relationships

Step up, refocus, and take charge!

The moment you accept a leadership role, the ground beneath your relationships subtly shifts. The casual banter and shared confidences that once characterized your interactions may now feel tinged with a newfound awareness of your authority. This isn’t a betrayal of your past connections but a natural evolution as you step into a position of greater responsibility.

New Role, New Rules

As a leader, you’re no longer just a member of the team; you’re its guide. This brings along its own distinct set of challenges:

• Decision-Making: Your decisions now carry weight and impact the entire team. This can create a sense of distance as you grapple with choices that may not please everyone.
• Accountability: You’re ultimately responsible for the team’s performance, which can lead to difficult conversations and the need to hold others accountable.
• Confidentiality: You may be privy to sensitive information that you can’t share with your former peers, creating a sense of separation.

Balancing Act: Preserving Camaraderie Amidst Change

Balancing existing relationships while stepping into your new role demands careful navigation and finesse.

• Acknowledge the Shift: Openly acknowledge that your role has changed, but reassure your team that your commitment to their success and well-being remains unwavering.
• Set Clear Expectations: Communicate your new expectations and boundaries clearly, ensuring everyone understands the shift in dynamics.
• Be Approachable: Foster an environment where your team feels comfortable approaching you with questions, concerns, or even just casual conversation.

The Power of Transparency

Transparency is the cornerstone of trust during this transition.

• Open Communication: Keep the lines of communication open, sharing information whenever possible and addressing any concerns directly.
• Explain Your Decisions: When making decisions that impact the team, take the time to explain your reasoning, demonstrating that you value their understanding.
• Be Vulnerable: Share your own challenges and uncertainties as a new leader. This humanizes you and encourages open dialogue.

Remember, this transition is a journey, not a destination. By embracing transparency, setting clear expectations, and acknowledging the changing dynamics, you can navigate this shift with grace and authenticity, preserving the trust and respect that underpin your relationships.

The Cornerstones of Connection: Trust and Respect

Trust and respect are not bestowed upon leaders simply because of their title; they must be earned through consistent actions and genuine connection.

Open and Honest Communication

Clear communication forms the foundation upon which trust is established. As a leader, be transparent about your decisions, motivations, and even your vulnerabilities. Invite your team to share their thoughts and concerns openly, fostering an environment free from judgment. Create an environment where dialogue flows freely, fostering a sense of shared ownership and mutual respect.

Active Listening: Beyond Hearing

True listening goes beyond merely hearing words; it involves seeking to understand the underlying emotions and perspectives. When your team feels heard and understood, it strengthens their trust in your leadership. Maintain eye contact, ask follow-up questions, and restate their concerns to confirm mutual understanding.

Leading by Example: Actions Speak Louder

Your actions shape the team’s culture. Model the qualities you expect from them—integrity, accountability, and respect. Be dependable, honor your commitments, and own up to your mistakes.

When you lead by example, you inspire trust and cultivate a culture of respect.

Remember, fostering trust and respect is an ongoing process. By prioritizing open communication, active listening, and leading by example, you can build strong, resilient relationships that empower your team and elevate your leadership.

Feedback: The Catalyst for Growth

Feedback, when given and received effectively, is a powerful tool for individual and collective development. As a leader, mastering the art of feedback is essential for fostering a high-performing and engaged team.

Constructive Criticism

Constructive feedback targets specific behaviors and their effects, providing actionable suggestions for improvement.

• Be Specific and Actionable: Focus on observable behaviours, avoid generalizations and provide straightforward suggestions for improvement.
• Focus on the Impact: Explain how the behaviour affects the individual, the team, or the project.
• Offer Support: Frame your feedback as an opportunity for growth and development, and offer your support in achieving those goals.

Receiving Feedback with Grace

Accepting feedback gracefully demonstrates humility and a willingness to learn.

• Listen Actively: Resist the urge to defend or justify yourself. Listen carefully to understand the feedback.
• Ask Clarifying Questions: If something is unclear, seek clarification to ensure you fully grasp the feedback.
• Express Gratitude: Thank the person for their feedback, even if it’s difficult to hear. It reflects maturity and a dedication to personal growth.

Cultivating a Culture of Feedback

Foster a culture where feedback is appreciated and welcomed.

• Lead by Example: Regularly seek feedback from your team and demonstrate how you use it to improve.
• Normalize Feedback: Encourage regular feedback exchanges between team members, fostering a culture of continuous learning.
• Celebrate Growth: Acknowledge and celebrate individuals who actively seek and implement feedback, reinforcing its value.

Remember, feedback is a gift. When given and received with the right intentions, it can unlock potential, strengthen relationships, and drive collective success.

Stepping into Your Power: Embracing Leadership

Transitioning into a leadership role isn’t just about managing tasks; it’s about inspiring and empowering others. Embrace your leadership with confidence, clarity, and a vision for the future.

Confidence and Clarity: The Compass for Decision-Making

Leaders make decisions, both big and small, every day. Project confidence in your choices, even when faced with uncertainty.

• Do your homework: Gather information, weigh the pros and cons, and consult with relevant stakeholders before making decisions.
• Communicate clearly: Explain your decisions to your team, outlining the rationale and the expected outcomes.
• Be decisive: Avoid waffling or second-guessing yourself. Once you’ve made a decision, own it and move forward.

Ask yourself: Am I making decisions based on fear or informed confidence? How can I communicate my decisions more effectively to my team?

Delegation and Empowerment

Delegation isn’t just about offloading tasks; it’s about empowering your team to grow and contribute.

• Identify strengths: Acknowledge the unique skills and talents of each team member.
• Assign tasks strategically: Delegate tasks that align with individual strengths and provide opportunities for growth.
• Provide support and guidance: Offer clear instructions, set expectations, and provide ongoing support as needed.

Practical step: Start by delegating a small, manageable task to a team member. Observe their progress, offer feedback, and celebrate their success.

Vision and Inspiration: Charting the Course

A leader without a vision is like a ship adrift without a rudder. Paint a compelling picture of the future and inspire your team to join you on the journey.

• Share your vision: Clearly articulate your goals and aspirations for the team and the organization.
• Connect to individual goals: Help team members see how their contributions fit into the larger vision.
• Celebrate milestones: Acknowledge and celebrate progress towards the vision, keeping the team motivated and engaged.

Practical step: Organize a team meeting to share your vision. Encourage discussion and brainstorm ways to achieve collective goals.

Remember, true leadership is about more than just authority. It’s about inspiring trust, empowering others, and guiding your team towards a shared vision.

Embrace your role with confidence, clarity, and a genuine desire to help others succeed.

Conclusion

Lead with Heart, Guide with Grace. As you step into leadership, remember that your relationships are not obstacles to overcome but bridges to build upon. Recalibrate, don’t rupture. Lead with authenticity, communicate openly, and foster a culture of trust and respect. Embrace your new role with confidence, knowing that genuine leadership lies not in wielding power but in empowering others. As you navigate this transition, may your journey be marked by grace, growth, and the unwavering support of those you lead.

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In the intricate dance of human relationships, conversation serves as both the foundation and the wrecking ball. It’s through dialogue that we connect, understand, and navigate the complexities of interpersonal bonds. Yet, conversations can also harbor the seeds of misunderstanding, conflict, and ultimately, dissolution. Work relationships are the bonds that develop between us and others in our professional lives.

We can develop working relationships with colleagues, including members of our own department and our supervisors. We can also create strong professional relationships with people outside of our department and even customers. Building working relationships with everyone we encounter in our work environment is important to our overall career success and job satisfaction. Work relationships can lead to better customer engagement and increased profit.

In this article, we shall make an attempt to explore the profound impact of conversations on the construction and dismantling of relationships, delving into the dynamics that shape our connections with others.

What is a Working Relationship?The most asked question in today’s workplaces is: What are work relationships?Working relationships are the connections we establish with coworkers, colleagues, and managers in the workplace. Although the relationships you build with colleagues and managers may not be as intimate as those you have with family and friends, they are nonetheless crucial. All jobs require interaction with others at some point.

Even if you are a freelance writer who works solely online, you still need to build relationships with them to have a fulfilling work environment and excel at your job.It is important to realize that a working relationship is different from a personal relationship. A personal relationship involves sharing emotions and personal truths, while a working relationship is a formal association and serves the specific purpose of ensuring good teamwork and productivity.

How to Build Working Relationships?Building strong relationships at work can take time and patience, but it produces great results. Here are some guidelines to follow when trying to improve working relationships:

1. Communicate often

One of the most important aspects of relationship building is effective and clear communication, which involves just as much listening as it does talking. This means that we should actively listen when a coworker, a manager, and above all a customer approaches us and consider their point of view before responding. Apart from carefully considering the opinions of others, we should also strive to understand their circumstances.

For instance, if a colleague is experiencing a challenge in their personal life, it can be helpful to listen to them and be careful in our interactions. Also, let’s take note of nonverbal communication, as this may offer valuable insight that words may not be able to convey.

2. Be Trustworthy

Trust is a very important aspect of any relationship. If we ever commit to someone, let’s make sure that we fulfill it as committed. We should also strive to demonstrate our trustworthiness by offering our support and help when team members need it. Also, it’s vital when building relationships that we act consistently. Building the trust of our colleagues and team members involves consistently acting in a trustworthy and supportive way.

3. Stop Gossiping

If we want to nurture positive relationships at work, it’s best to avoid gossip. If we ever hear gossip about another coworker, let’s not be part of it, or try to change the subject. If we have an issue with a fellow worker, let’s first try to have a polite and honest conversation with that person. If this does not yield positive results, we can call a meeting with a superior and the colleague in question, so we can address the issue in a transparent and professional manner.

4. Stay Positive in Interactions

When faced with deadlines or a stressful time at work, staying positive can help keep our team members motivated. Instead of getting upset or worried, we can encourage ourselves and coworkers by offering positive insight and inspiration to continue working. Keeping a positive demeanor can help us become the team members that others seek for assistance or guidance, building excellent working relationships.

5. Deliver Quality

Especially when on a team, the projects that we execute directly affect our coworkers. If we want to build positive relationships, one of the best ways to do so is to produce quality work on time. This demonstrates not only that we’re professionals and good at what we do but also that we respect our teams and consider them when we perform our daily routines.

Take AwaysIn the intricate tapestry of human relationships, conversation serves as both the architect and the demolition crew, shaping our connections with others in profound and multifaceted ways. From the initial sparks of attraction to the deepening of emotional bonds over time, conversations lay the foundation for intimacy, trust, and mutual understanding. Yet, when wielded carelessly or maliciously, conversations can also serve as a destructive force, unraveling the bonds that once held us together.

Ultimately, the key to building and sustaining healthy relationships lies in the art of conversation: the ability to listen deeply, speak honestly, and navigate conflict with empathy and grace. By cultivating open and honest dialogue, fostering emotional intimacy, and addressing conflicts constructively, individuals can strengthen the bonds of connection and build relationships that stand the test of time.

Suggested Reading

1. ‘Conversation’​ — the key that unlocks just anything
2. 5 Communication mistakes we all make
3. How to ‘Walk the Talk’ in Leadership?
4. Speak Less and Listen More
5. Overcoming Leadership Blind spots

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Join Sejal Thakkar and a panel of ten distinguished industry experts for a groundbreaking virtual event dedicated to scaling your business Hosted by Angela Priest. This diverse group of thought leaders, with expertise spanning Finance, Leadership, HR, IT, Development, Revenue Operations, and Operations, delve into the essential elements of business growth.

Sejal shares her innovative C.A.P.S framework, a comprehensive civility action plan designed to guide founders in creating respectful and inclusive work environments. Don’t miss the opportunity to gain practical, actionable insights that can propel your business forward.

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Whenever I reflect on the way I make sense of the word success, I notice this springs to mind.

Throughout much of my life, success has always been defined by what others believe I needed to have that would be good for me. Good grades throughout my education. A good job. Career prospects built on delivering key performance indicators. A growing bank balance and net worth etc.

Others’ expectations are well-intentioned, of course, and, useful once met, both for me and them. On reflection, however, they speak more of achievements – what we have as a result of our endeavours, which earns us the right to be described as successful. What they don’t do is speak to how we need to be to become successful in the first place.

When I’d consider future success in terms of what I will have, I would often find myself being anxious. These unhelpful questions, which I took very seriously, would show up in my consciousness.

• What will people think of you if you fail?
• What kind of homeless future awaits you if you don’t succeed?
• What if I fall short, don’t make the grade, get found out, or otherwise get it wrong, etc.?

In other words, unknowingly at the time, and in all innocence, I looked at success through the lens of failure. That’s why I was anxious. Self-doubting. Suffering Imposter Syndrome – call it what you will. Depressed too.

Since then, and after looking at the why-do-I-experience-life-as-I-do question in more depth, I now pay closer attention to the meaning I attach to words that I once never questioned, and just took for granted. I do so because I know my experience… of whatever I’m focussing on … be it a critical, calm or compassionate one, is connected to this sense-making.

Having success and being successfulTake the way we each judge someone else as successful by what they have. The cut of their clothes, the car they drive, their address, status, social media profile, qualifications, etc. On what basis do we make these?

I don’t know about you but it seems to me that one way of answering this question is with reference to win-lose gaming theory. It goes something like this…

…we assume there are finite resources in the world and that individuals will be rational actors when it comes to decision-making and conflict resolution. Their likely choices and outcomes can be modelled and predicted. If you can understand the model, therefore, you can game what they’ll do to win and ensure what you do is better so that you win and they lose.

This win-lose idea is ubiquitous in (western) societies. We pass or fail exams, win or lose in sport, get jobs or be rejected for them, watch heroes defeat villains in films, come out best in negotiations or come off second best, and so on. It was front of mind for my parents, teachers etc. They wanted me to stand a good chance of winning, or succeeding, in this game they called life.

I once heard someone say “Children don’t always hear what you say, but totally get how you are. They pick up on your mood or way of being while you’re conveying a message to them”. If true, what I picked up on, as a young boy, in the way my parents and teachers encouraged me, was their fear of what would happen should I fail. This is what entered my brain. Unknowingly. It created a neural pathway, which shaped my sense-making of success thereafter.

You might say my hidden fear of failure, like many others I’ve since discovered, meant I’d got the wrong end of the stick. True. Perhaps. I just hadn’t noticed this. My system simply did what it does subconsciously – note the fears that sat behind encouragements to succeed and internalised them without telling me!

Having what success gives us, I learnt, depends on our way of being with ourselves first and foremost and others secondarily. If we interpret failure, for instance, in less fearful terms, more as an opportunity to learn, it can’t grip us so tightly and helps us be more curious and experimental. Free of self-limiting self-talk about failure, we find listening to what others need and want easier. We get to enjoy the puzzle that is helping them get what they value. They feel we understand them and are rooting for them. In turn, they reward us, financially, emotionally, in kind, etc., which brings us back to the start – the success we have.

Virtuous cycles like these can be created in teams, families, and networks. First, though, we need to surface the fear-based mindsets that key influencers in these groups operate from, unknowingly most often.

I have a way of helping you do that, which I call the…

..The feeling testIt’s premised on the idea that when a thinking habit you’ve had for some time, but didn’t realise you had, is no longer helpful, your body’s pretty good at letting you know. You’ll feel an unease. Whether it’s because the context in which you’re working changes or colleagues around you have ways of doing things that aren’t optimal, or whatever else, my encouragement is to tune into what you’re body’s trying to tell you, rather than brush it off.

The opposite is true too, of course. When the thinking you’re living in resonates with those around you and the context you’re working in, you’ll feel great on the whole.

This is how the test works. Below are representations of two mindsets that reflect similar, but subtly different understandings of what success and failure mean in an established team. As you read or listen to each, I invite you to notice which resonates most with you. See what bubbles up in you with respect to Mindset A and B and what you feel about each.

Mindset A

Success in this team is measured by the money people earn. It reflects the rewards people get from taking risks in a competitive environment. It’s rooted in the idea of survival of the fittest. The most talented of our members will always rise to the top. They are good at predicting what clients want and controlling employees and suppliers to deliver in ways others can’t. Failure occurs when clients’ expectations are not met and rewards dip below plan. Extrinsic motivators like promotion, commission, and bonuses mitigate the risk of failure. They’re awarded when a job is well done and so bring a sense of well-being to those who contributed to it.

Mindset B

Success in this team is measured by wellbeing: the extent to which our employees and partners are free to think. It’s rooted in the idea of survival of the friendliest. Talents and potential are abundant. When free to think, we are innately collaborative creatures. We sense what’s needed and organise to respond to what clients really value. Failure is useful, it signals freedom to think is absent, teams are stuck in ruts and learning needs to be stimulated. Intrinsic motivators such as care for one another and pride in a job well done mitigate the risk of catastrophic failure. That’s how we attract clients, investors, and employees to us and why we’re financially successful.

What showed up? Did one resonate more than the other?

Much of the work I do is with project directors and their multi-disciplinary teams in the Construction Sector. The Sector has an unhealthy reputation for delivering overspent projects late, time after time. It operates from a fragmented, litigious culture that isn’t always conducive to collaborative working. Many of my clients want help to turn that around.

Before we begin working with each other in detail I ask them to do this simple feeling test. Most conclude their daily lived experience resonates more with Mindset A – but – they intuitively feel much better when tuning into and contemplating Mindset B.

By looking at each one in more detail we uncover a number of unspoken, hidden assumptions that we can all carry around with us, which unknowingly drive our behaviour. For instance, both mindsets contain assumptions we all hold about…

• Success – a financial must-have or what flows when a team is in a being well state?
• Failure – cause for punishment or a chance to learn?
• The nature of human nature – based on survival of the fittest (competitive) or friendliest (collaborative)?
• Talent – is it scarce or abundant?
• The future and present – predictable and controllable or emergent via sensing and responding to changes?
• Motivation – carrot and stick extrinsic motivators or intrinsic ones based on care and pride?
• Wellbeing – the by-product of a job well done or integral to it?

I’m not suggesting some assumptions are better than others because context is all important. More that by bringing those that are often buried to the surface, teams realise they needn’t behave in a one-dimensional way. They see they have more options than they might otherwise have imagined. And, more importantly, can now wonder which assumptions, if changed, might be a game changer. For instance, depending on what a team is trying to achieve, questions such as these arise…

..do the benefits of doing the following outweigh the costs and risks…

• Creating the conditions in which sense-making, choice making and action taking is decentralised?
• Making collaborative, not transactional relationships central to how we compete?
• Working from principles rather than setting targets?
• Building on strengths rather than focusing on weaknesses?
• Focussing more on prevention than fire-fighting cures?
• Changing our own perceptions first, before demanding others change theirs?

See you next time, where I’ll look at the different ways of thinking about the culture in groups, and which you find most helpful.

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Have you ever felt unsettled after moving within a city? Adjusting to a new neighborhood, even within the same place, can be more challenging than expected. Moving within Miami, with its diverse areas and fast-paced lifestyle, requires some effort to find your footing again. You might be familiar with the city itself, but the change in your surroundings, routine, and even daily routes can make you feel like you’re starting from scratch.

It’s essential to establish a new routine that fits your new environment to feel comfortable and regain a sense of normalcy. By taking the right steps, you can adjust more quickly and enjoy your new home. In this blog, we will share practical tips on how to create a new routine after relocating. So, if you have been struggling after a move, you have landed on the right page.

Settle Down ProperlySettling down properly after relocating is one of the most important steps to creating a new routine. Start by unpacking and organizing your belongings, focusing on one room at a time to avoid feeling overwhelmed. This helps you gradually turn your new house into a comfortable home. Take your time arranging furniture, decorating, and putting everything in its place, as this will make the space feel more personal and inviting. Establishing a sense of order early on helps you adjust to your new environment and creates a solid foundation for building a routine. Remember, the best way to settle down is to pack and move smart. Hire reliable Miami movers for a smooth experience.

Start with a Morning RoutineGetting your day off to a good start is crucial when building a new routine. Establishing a consistent morning routine helps you feel more organized and ready to tackle the day. Begin by waking up at the same time each day, even on weekends, to create a sense of stability. This helps regulate your body clock and makes it easier to settle into your new environment.

Start your morning with small, manageable activities like making your bed, stretching, or having a healthy breakfast. This sets a positive tone for the rest of the day and helps you feel more in control. Don’t be afraid to experiment with different morning habits until you find what feels comfortable. The key is to create a routine that helps you feel energized and prepared, giving you the motivation to explore your new surroundings.

Explore Your New NeighborhoodTaking the time to explore your new neighborhood can make a huge difference in how quickly you settle into your new routine. Walk around your area to familiarize yourself with local shops, cafes, parks, and other amenities. This not only helps you feel more connected to your surroundings but also helps you discover convenient spots that can become part of your daily routine.

Exploring your neighborhood can also introduce you to new opportunities, like a local gym, library, or community center, where you can engage in activities that suit your lifestyle. The more familiar you become with your surroundings, the more comfortable you’ll feel, which makes it easier to settle into a routine that feels natural. This process helps transform your new place from just a house into a home.

Set Daily and Weekly GoalsSetting goals is an excellent way to stay focused and motivated as you adjust to your new environment. Start by setting small, daily goals, like unpacking a certain number of boxes or trying out a nearby café. Achieving these small tasks gives you a sense of accomplishment and helps you build momentum as you establish your routine.

As you become more comfortable, consider setting larger, weekly goals such as joining a local club, attending a community event, or exploring a new part of the city. These goals keep you engaged with your new surroundings and provide a sense of purpose. They also help you break down the overwhelming process of settling in into manageable steps, making it easier to adapt to your new life.

Find Local Activities and GroupsGetting involved in local activities or joining community groups is an excellent way to create a sense of belonging and structure in your new environment. Look for clubs, fitness classes, or hobby groups that interest you, and try to attend regularly. This not only helps you establish a routine but also allows you to meet new people and make friends who share similar interests.

Participating in local activities gives you something to look forward to and helps you feel more connected to your community. It’s a great way to break the ice, especially if you’re new to the area and don’t know many people yet.

Establish a Work or Study ScheduleIf you moved for work or school, setting up a clear schedule is important for creating a balanced routine. Establishing regular work or study hours helps you stay organized and focused. If you’re working from home, create a dedicated workspace where you can concentrate without distractions. This will help you separate work time from personal time, making it easier to maintain a healthy balance.

Make sure to include regular breaks in your schedule. Stepping away from your tasks for a few minutes allows you to recharge and stay productive throughout the day. Stick to your schedule as much as possible to help create a sense of normalcy in your new environment.

Make Time for RelaxationRelocating can be overwhelming, so it’s essential to make time for relaxation. Set aside moments in your day to unwind and do something you enjoy. Whether it’s reading a book, going for a walk, or watching your favorite show, having downtime helps you manage stress and feel more at ease in your new surroundings.

Including relaxation in your daily routine not only helps you feel more settled but also provides a chance to recharge. It’s important to prioritize these moments to maintain a healthy balance between your responsibilities and personal well-being.

All in all, creating a new routine after relocating is about finding ways to feel comfortable and grounded in your new environment. It takes time and effort, but each small step helps you feel more at home. By staying organized, exploring your surroundings, and gradually building new habits, you can adapt to your new setting with confidence. It’s important to be patient with yourself and allow the routine to develop naturally as you settle in.

By focusing on what works best for you, you’ll soon find a rhythm that feels right, making the adjustment smoother and more enjoyable. Establishing a routine not only helps you manage your daily tasks but also makes it easier to embrace all that your new location has to offer, turning a fresh start into a fulfilling experience.

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Rotageek continues to secure new clients, with a solution designed to address key findings from Gallup’s State of the Global Workplace: 2023 Report. These solutions are aimed at empowering organisations to improve engagement in an evolving work landscape.

According to Gallup, workforce engagement is fluctuating globally due to the lingering effects of the pandemic, advances in modern technology, and changing employee expectations. In response, Rotageek’s workforce management tools help businesses adapt by promoting flexible management styles and using advanced technology to maintain a competitive advantage and employee satisfaction.

The report also highlights regional variations in stress and engagement levels, requiring unique management strategies that consider cultural and regional contexts.

Post-pandemic, Rotageek supports industries where remote work isn’t possible by offering solutions like flexible scheduling and enhanced communication structures, which are essential for reducing stress and encouraging a productive work environment.

“Employee engagement still remains one of the top priorities for our customers. Businesses are looking for ways to not only better engage frontline employees, but also reduce the admin burden and stress in head offices. As many places of work have evolved to be able to offer flexible and hybrid working, location-based businesses such as those in the retail and hospitality industry aren’t able to keep up.

However, with innovative digital workforce management solutions that make it simple for employees to submit preferences, see who they’re working with on shift and swap, drop and pick up shifts at any time, it can come close. Solutions like Rotageek, aim to promote flexible management, increase employee satisfaction and lower stress levels in these industries where true flexible working isn’t possible” said Chris McCullough, CEO at Rotageek.**

Rotageek’s technology is key for businesses refining their workforce strategies in 2024, making sure they thrive amidst global workforce shifts.

For more information, visit Rotageek.

About Rotageek

Rotageek is a leading provider of workforce management solutions that help businesses optimise staffing, increase engagement, and improve productivity. Their workforce management solutions range from intuitive digital schedules to AI optimised rotas using forecasts from data points at your locations.

Disclaimer

Note: The insights by Rotageek are based on an analysis of Gallup’s State of the Global Workplace: 2023 Report. The views expressed are those of Rotageek and do not necessarily reflect those of Gallup, Inc.

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Zoë Fowler, University at Albany, State University of New York and Brendan Bo O’Connor, University at Albany, State University of New York

Warm sun on your face, a gentle salty breeze, the sound of ocean waves. Your friend earnestly suggests surfing lessons, and you both laugh as you imagine the two of you gracelessly tumbling through the water.

Could imagining this beachside road trip together bring you closer, before you even pack your bags? Is imagining a shared future together the first step toward creating one?

From friends and family to lovers and acquaintances, people collaborate all the time to imagine shared experiences. They can be as whimsical as make-believe, as mundane as what’s for dinner, or as consequential as the future of our politics and planet.

Yet social scientists have traditionally researched imagination as an individual psychological process.

Our research in the Imagination and Cognition Lab at the University at Albany, SUNY has studied the various ways that imagination can shape people’s social and emotional lives. While “imagination” can refer to many different ideas and processes, the form of imagination our work focuses on involves the ability to mentally create and represent novel, hypothetical, personal experiences that are specific in time and place.

To begin to bridge the gap between how psychologists understand an individual’s capacity to imagine and how social interactions can affect this cognitive process, we recently proposed a new framework of collaborative imagination – what we call co-imagination. It casts imagination as an interactive, co-creative process between two or more people in which they converse and collaborate to construct a shared representation of a specific possible experience.

With our colleagues Daniela Palombo and Christopher Madan, we set out to explore how collaboratively imagining a shared future with someone else might influence the shared relationship.

A shift from studying solo imagining to sharedYour ability to imagine the future as an individual can shape how you navigate your social world.

From job interviews to first dates to family reunions, people often think about future events that involve others. This tendency not only helps you plan and prepare for future possibilities, but it can also serve important functions related to social bonding, empathy and moral decision-making.

Such research has helped psychologists understand the central role that other people and social dynamics can play in an individual’s imagination, and how imagined experiences can affect people’s social lives. What’s more, work in other fields such as philosophy and sociology has demonstrated at the group level how people and institutions can build shared worldviews and understandings of future possibilities.

In its focus on either the individual or the social collective, prior studies have largely overlooked the possibility that imagination can occur within interpersonal interactions.

We wanted to see how collaborative imagination might influence feelings of closeness. So in the first psychology experiment exploring this interactive process, we paired strangers to complete a collaborative imagination task. They needed to work together to imagine and describe a positive, shared future experience that could realistically occur – such as going for a hike together in the forest or meeting for dinner at a restaurant. We asked for details, including where and when the event will occur, what people will do and how they will feel.

To rule out other possible explanations for any effects we might see, we had other volunteers complete one of two alternative tasks. One group of participants paired up to collaborate on an interactive task that didn’t involve imagination, such as putting together a jigsaw puzzle. Another group of participants each worked independently to imagine a future experience shared with their assigned partner.

After completing the given task, all participants answered questions about how close and connected they felt with their study partner.

Closeness through co-imaginationWhen we compared how participants in each group felt about their study partner, we found a consistent effect: People who collaboratively imagined a shared future together felt closer and more connected to their partner than those who independently imagined a shared future and those who collaborated on an unrelated task. This finding begins to illustrate how collaborative imagination may support new social relationships, allowing people to forge deeper connections by co-authoring imagined experiences in possible shared futures.

We were also interested in whether co-imagining a shared future together could provide a way for people to develop similar visions of what the future might hold. To shed light on this, we used computational tools that analyze language – called natural language processing – to test similarity between the narratives that each partner provided while independently describing the events they had previously co-imagined together.

We found that people who imagined collaboratively provided similar narratives about that shared future, suggesting that co-imagination may be a way for people to co-create a shared understanding of possible future experiences.

What’s more, this study provided the first experimental evidence that imagining future experiences in our personal lives is not always something we do in solitude. Rather, people can imagine a future by envisioning it together, co-creating a shared understanding of what that future could hold and, in doing so, growing closer and more connected.

Other potential effects of co-imaginationWhile our research has begun to illustrate the importance of co-imagination, it also raised several new and intriguing questions.

What functions does co-imagination have in existing close relationships? Co-imagining a shared future seems to be a part of everyday life with those you are closest to, from friends and family to romantic partners. Indeed, we suspect it might be important in both forming and maintaining close relationships broadly.

While psychological research on imagination has yet to directly explore these questions, other studies find that individually imagining an experience involving a significant other can bring about feelings of warmth and love. It’s possible such effects may be enhanced when imagining that shared experience together with your significant other.

Another important function of imagination broadly is improving your ability to successfully pursue goals. Could co-imagination be a particularly powerful way to work toward relationship-focused goals, making it possible for relationship partners to co-create a shared vision of what pursuing and accomplishing a given goal might involve?

For instance, a couple who want to move in together may co-imagine a future experience of cooking dinner in their new shared apartment. Co-imagining this shared future could allow each partner a way to express their own needs and desires in relation to that goal – what neighborhood are we living in? They get to test out how they may feel in that future – excited, tired, loved? They have a chance to anticipate potential challenges and navigate those possibilities together – what happens when one partner, who lacks cooking skills, burns dinner?

Just as co-imagination may enhance feelings of connection, it also has the potential to combat loneliness and disconnection.

Loneliness is a widespread issue, linked to several health and well-being concerns. We hope future research will explore how to use the social benefits of co-imagination to address feelings of loneliness.

Our studies focused on co-imagination as it unfolds between two people imagining their shared future. But the futures people imagine can be much vaster, encompassing a broader social collective such as one’s extended family, town, or even country. In what ways might co-imagination shape such collective-oriented future thoughts? Could co-imagination influence collective beliefs or ideas about the future throughout a broader social group?

Co-creating a future through co-imaginationSo, should you ask someone to co-imagine a shared future when you’re out on your next romantic date? Well, we’re not quite sure. The evidence we have shows that co-imagination indeed can increase feelings of closeness among people who were previously strangers and give rise to a shared understanding of what the future could look like.

But there’s a lot more work that needs to be done to understand just how co-imagination shapes relationships. Studying more people, across different relationship types, over prolonged periods of time and in more natural, everyday environments will better enable us to understand how to effectively harness the social effects of co-imagination within relationships.

Your potential futures are not yours alone to imagine. Rather, the future and its possibilities are something that you actively co-create with others. In doing so, you become closer and more connected to them in the present. Collaboratively imagining a shared future together, it seems, may be an important first step toward creating it.

Zoë Fowler, Graduate Assistant in Psychology, University at Albany, State University of New York and Brendan Bo O’Connor, Associate Professor of Psychology, University at Albany, State University of New York

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Featuring Andy Bird who shares stories of how he began his career in radio before climbing the entertainment ladder to become the Chairman of Walt Disney International. The curiosity and belief that he had in the early days of his own career carried forward into recruiting others who had their own story to tell. Lessons learned from Rock and Roll!

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In the dynamic landscape of contemporary leadership, the philosophy of servant leadership has emerged as a transformative catalyst for holistic organizational development. As we venture deeper into the exploration of this philosophy, we uncover its profound impact on fostering an environment of collaboration, empathy, and empowerment—an environment where the growth of individuals, the alignment of purpose, and the well-being of the collective take precedence over traditional notions of leadership. This chapter delves into the core principles and practices of servant leadership and unveils its harmonious alignment with the ideals of holistic growth.

The Essence of Servant Leadership: Leading Through Service

At its heart, servant leadership redefines leadership as a service to others. This paradigm shift challenges the conventional notion of leaders as authoritative figures who dictate directives. Instead, servant leaders view their role as that of facilitators, mentors, and enablers of growth. They prioritize the needs of their teams, acknowledging that their own success is intrinsically tied to the success of those they lead. This fundamental shift in perspective sets the stage for the creation of an environment where collaboration and empowerment flourish.

Nurturing a Culture of Collaboration: Open Communication and Shared Purpose

Central to the philosophy of servant leadership is the emphasis on open communication. Servant leaders create spaces where individuals feel safe to voice their opinions, share ideas, and engage in dialogue.

By actively listening and valuing diverse perspectives, servant leaders cultivate an atmosphere of inclusivity and mutual respect. This culture of collaboration not only fuels innovation but also ensures that the organization benefits from the collective wisdom of its members.

Shared purpose is another cornerstone of servant leadership. Servant leaders work to align individual and organizational goals with a broader sense of purpose—one that transcends financial success and encompasses a positive impact on society.

By imbuing every action and decision with purpose, servant leaders inspire a collective commitment that goes beyond personal gain and elevates the well-being of all stakeholders.

Empathy and Empowerment: Fostering Individual Growth

Empathy lies at the heart of servant leadership. Servant leaders possess a keen understanding of the emotions, concerns, and aspirations of their team members. This empathetic approach not only nurtures a culture of trust but also creates a sense of belonging within the organization. By acknowledging the holistic well-being of individuals, servant leaders create an environment where employees are valued not just as resources, but as human beings with unique talents and needs.

Empowerment is the natural outcome of this empathetic approach. Servant leaders provide their teams with the autonomy, resources, and support needed to excel. They encourage individuals to take ownership of their roles, make decisions, and contribute to the organization’s growth. This empowerment unleashes untapped potential, driving innovation and fostering a sense of pride and ownership among employees.

Leading by Example: Humility and Integrity

Servant leaders lead by example, embodying qualities of humility and integrity. They are not afraid to admit their mistakes or acknowledge their limitations. This transparency creates an atmosphere where individuals feel comfortable taking calculated risks and learning from failures.

By upholding a high standard of ethical conduct and moral integrity, servant leaders set a precedent for the organization’s values and contribute to a culture of accountability.

Servant Leadership and Holistic Organizational Development: A Seamless Integration

Servant leadership seamlessly aligns with the principles of holistic organizational development. Its emphasis on collaboration, shared purpose, empathy, and empowerment resonates deeply with the holistic perspective that considers the well-being of employees, communities, and the environment. In organizations guided by servant leadership, growth is not confined to financial metrics but extends to the growth of individuals, relationships, and societal impact.

As we journey further, we will explore how servant leadership forms the bedrock for navigating change, embracing diversity, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations thrive through authentic connections and sustainable impact.

The subsequent chapters will unveil the practical strategies, real-world examples, and actionable insights that illuminate the path towards holistic growth through servant leadership, creating a blueprint for leaders who seek to shape organizations that transcend conventional boundaries and embrace holistic excellence.

Reflections:

1. Personal Reflection on Well-Being: How have you experienced the impact of leadership styles on your well-being in the workplace? Can you recall a time when a leader’s approach positively or negatively affected your job satisfaction and overall well-being?
2. Empathy in Leadership: Reflect on how empathy in leadership can influence employee well-being. Can you think of specific examples where empathetic leadership made a tangible difference in an organizational setting?
3. Fostering Growth and Empowerment: Consider how servant leadership principles can foster individual growth and empowerment. How might this approach contrast with more traditional leadership styles you have encountered?
4. Servant Leadership in Action: Think about a scenario where servant leadership could have a significant impact on employee well-being. How would you apply servant leadership principles to improve the situation?
5. Challenges to Implementing Servant Leadership: What challenges might a leader face when trying to focus on employee well-being within an organization? How could these challenges be addressed through servant leadership?
6. Personal Alignment with Servant Leadership: How do your own values and leadership style align with the concept of enhancing employee well-being through servant leadership? Are there areas where you see opportunities for growth or change in your approach?
7. Long-term Impact on Organizational Culture: Reflect on the long-term impact that a focus on employee well-being can have on organizational culture. How does investing in the well-being of employees contribute to the overall success of an organization?

These questions are designed to encourage introspection and application of the concepts of servant leadership and employee well-being in both personal and professional contexts. They aim to deepen understanding and inspire practical application of these principles in the workplace.

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Table of Contents1. Regular Maintenance 2. Importance of Fluid Checks 3. Tire Care and Rotation 4. Brake Inspections 5. Battery Care 6. Engine Tuning 7. Cleaning Your Vehicle 8. Seasonal Maintenance Tips

Regular MaintenanceConsistent regular maintenance is crucial to the longevity of your vehicle. Establishing a maintenance schedule that includes oil changes, filter replacements, and inspections of critical systems can keep your car running smoothly. Regular examinations assist in identifying minor problems before they escalate into significant issues. Understanding the importance of auto repair & mechanic services in Lewes, DE, offers substantial advantages in ensuring your vehicle remains in top condition. Ignoring these routine tasks can result in costly maintenance, affecting the vehicle’s performance and safety.

Importance of Fluid ChecksChecking and replenishing vehicle fluids is vital to keeping your car running smoothly. Essential fluids such as engine oil, brake, coolant, and transmission fluid need regular monitoring and topping up. Each fluid plays a vital role in the vehicle’s functionality; for instance, engine oil lubricates engine parts, while coolant prevents overheating. It is advisable to review Consumer Reports’ car maintenance checklist for detailed guidance on fluid checks. Neglecting fluid checks can drastically decrease the car’s efficiency and lead to serious mechanical issues.

Tire Care and RotationProper tire care improves safety and extends tire lifespan. It’s important to check tire pressure and tread depth regularly. Reduced tire pressure can decrease fuel efficiency and increase the risk of a tire blowout, while worn tire treads can reduce traction. Rotating your tires every 5,000 to 7,000 miles is essential for maintaining balance and alignment due to even wear. Maintaining proper tire conditions is vital for vehicle safety. Ignoring tire maintenance can lead to dangerous driving conditions and unexpected tire failures.

Brake InspectionsBraking systems are essential safety features in your car. Regular inspections ensure that your brake pads, rotors, and fluid levels are in optimal condition. Listening to unusual noises and addressing vibrations when braking is essential for early detection of issues. A well-maintained braking system can prevent accidents and improve overall vehicle performance. Given the importance of brakes, periodic professional checks can provide peace of mind. A malfunctioning brake system can impair your ability to stop promptly, posing significant safety risks.

Battery CareA well-maintained battery is essential for your vehicle’s electronics and starting mechanism. Cleaning the terminals regularly can prevent buildup from interfering with the electrical system. Most car batteries last between 3 and 5 years; consider replacement within this period to avoid unexpected breakdowns. Monitoring the battery’s health and ensuring it is securely fastened can prevent damage and prolong its lifespan.

Engine TuningEngine tuning should not be overlooked. Keeping the engine in tune and following the manufacturer’s service schedule can significantly improve your car’s performance and fuel economy and reduce emissions. Always address any engine warning lights promptly by seeking a professional diagnosis. Modern vehicles have intricate engine systems that require specific attention to maintain efficiency. Neglecting engine maintenance can lead to poor fuel efficiency, increased emissions, and even engine failure over time.

Cleaning Your VehicleRegularly cleaning your vehicle inside and out is more than just aesthetic; it helps maintain the car’s paint and prevent rust. Clean the undercarriage frequently, especially in winter, to remove salt buildup that can cause corrosion. Interior detailing extends the lifespan of seat fabrics and carpets by removing dust and grime. Using high-quality cleaning products can also protect surfaces from wear and tear. A clean vehicle looks good and functions better, as dirt and debris can impact mechanical parts over time.

Seasonal Maintenance TipsDifferent seasons bring different challenges. Ensure your car has sufficient antifreeze in winter, and switch to winter tires if necessary. It’s also important to check the battery in cold weather, as it can lose power. Check the air conditioning system and coolant levels in summer to prevent overheating. Hot weather can also affect tire pressure, so regular checks are crucial. Preparing your vehicle for seasonal changes can prevent weather-related damage and keep your car in optimal condition throughout the year.

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In a comment on a recent post of mine titled, “The Ice Cream of Success” Gladstone Leslie Samuel wrote, “Climbing the summit is success. To remain at the top is a perpetual challenge”.

This comment brought up the question of positional change, and if what positions we hold dictate how fast we need to change?

Leaders are on top and have maximum exposure to outside challenges and obstacles. The heat of challenges may melt them and start flowing their effect on employees and dishearten them.

Those leaders may cause their organizations to shrink. They need to self-inspect their mindsets and view challenges and obstacles as the salt that lowers their freezing temperature to remain “solid” in facing challenges.

The world we live in is witnessing rapid change. Change brings opportunities and challenges. Leaders may need to adapt faster than change to meet the challenges of change and grasp its opportunities.

This means leaders must foster their self-belief to make their employees feel the same. The big challenge is to keep self-belief in times of rapid change and not melt because of their heat. And if they do then only to become more fluid leaders to go around challenges and obstacles and even melt them.

Leaders may melt under the heat of challenges to enhance the speed of their leadership. Those leaders melt to enable them to execute fast and execute right.

Fluid leaders are not slow leaders who only act if they go wrong and not as planned or hoped for. They are accountable and have the agility to spring back fast.

Those leaders know well the challenges ahead but also know what opportunities are hidden in those obstacles.

Those leaders work to foster collaboration and innovation as Dennis Pitocco mentioned in his recent post on “Community Matters: Because “Everything Belongs Together”.

To do so, those leaders have the ability to keep their empathy and open communication, conflict resolution, powerful persuasion, high agility, and trust.

Those leaders adapt their leadership style to be in alignment with the challenges lying ahead. The five leadership styles are authoritarian, democratic, participative, delegating, and do as I want style.

Not all leaders are in the same position and so no leadership style shall fit all situations of the position in which leaders are.

Maybe this is a “Customized Leadership” style.

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When have you heard that someone went into risk, or danger for another because they were “psychologically safe”? You haven’t. You don’t, and, you won’t. Because we don’t go towards danger because we’re psychologically safe. We go into the unknown, the risky places, and the danger, and then innovate, for those who matter to us. For those with whom we belong.

Simply, they matter more to us than the danger. So, when it comes to that line in the sand, where on the one side we’re psychologically safe, and then on the other, we’re not, we ignore it. Our line of inhibition to take action diminishes as our belonging gets stronger.

No amount of psychological safety motivates you to have somebody’s back. You know, stick your neck out for them. That’s a function of belonging in our neurobiology. And that’s why I say, this big push to enable DEI through psychological safety misses the mark.

Companies have been spending some $8 billion a year on diversity, equity, and inclusion (DEI) (in the US)—and see remarkably few results (Fortune, citing McKinsey & Company Dec. 7, 2021). I know the statistics show that DEI is better for business. I agree 100%!!! It’s just that the evidence and arguments don’t pan out very well across the work world. If they did, we’d have progressed way farther. I mean, really, the data proves it’s not working.

And, don’t get me wrong, a psychologically unsafe environment can definitely inhibit DEI efforts. But more importantly, a psychologically safe environment can’t pave the way for DEI. Harder still, DEI efforts threaten the status quo. And here again, I believe the status quo really needs to change. It’s a disgrace. In 2021, companies founded solely by women garnered 2.4% of the total capital invested in venture-backed startups in the US. Here’s a quick unscientific study. Just did a LinkedIn search: CTO in People. Out of the first 100 people, only seven are women. No one steps into the discomfort to disrupt the status quo because they’re psychologically safe. Other reasons, yes, just not that.

I’m a former VP of people & culture, and now, an executive/orgdev coach. I’ve observed these four things about DEI efforts in both, psychologically safe and unsafe environments. And, the answers are the same.

When DEI comes before B(elonging) DEI, outside of belonging is fraught with resistance. * Diversity, without belonging, it’s a quota that gets fought * Equity, outside of belonging, gets seen as an unjust handout * Inclusion*, less belonging’s embrace, makes for a stranger in an unfriendly land

This is why, regardless of the arguments, all the data-driven evidence, the anti-bias training, training on how to make a psychologically safe workplace, etc… at 8 billion dollars a year hasn’t done much to change things. The arguments and the mandates keep failing. Because, the moment DEI efforts, even with all their honorable objectives, threaten our belonging, DEI becomes the adversary. It’s neurobiology. We’re wired to belong, as in, to really belong, before anything else.

Outside of belonging and regardless of how psychologically safe, each area and DEI easily triggers fight/flight responses.

We don’t think about DEI efforts as threatening our belonging. They’re supposed to expand belonging! But if we’re willing to be honest, yes, DEI can and does threaten. As a VP of people and culture, I found myself in an inequitable situation. It was time for raises and I was reviewing salaries. I found out that a couple of my women co-VPs were making less than me. So, I made the case for our salaries to be on par. And as much as I love the infinite game thinking, the reality is, company financial resources are finite. Their getting moved into a salary range on par meant my slated raise wouldn’t happen. What does that have to do with belonging? Lots!

My choice for equity for them came into conflict with my primary circle of belonging, providing for my family. It was my belonging with my women co-VPs that opened the door for me to choose also them, and, my family. No “Belonging” and the “E” in DEI didn’t stand a chance. And that’s regardless of how psychologically safe the environment was.

Know this. If you put your DEI efforts in the way of your people’s belonging, expect those efforts to go nowhere in the face of passive-aggressive resistance.

But when you start with belonging, real Feel, Own, Care Belonging, not a Sense of Belonging, we can open the hearts and minds to embrace DEI

We are not thinking beings that feel. We are not feeling beings that think. We are belonging beings that feel and think.

It’s from the story where we belong, that we’re willing to give, even go without, for another, to bring them into our company tribes. Moreover, each we bring in each person with their full uniqueness. We bet on their potential. From the heart in belonging, we feel, own, and care for each other. DEI gets a red carpet treatment when the filtering bias for who’s in and who’s out, gets measured by living the ways we belong* in the company and accomplishing the belief in her shared purpose. DEI becomes the means for a better Us Story. Here, filtering by how one sounds and looks, seems kind of dumb.

*(The Ways We Belong = how the lived core values guide all company deecisions.)

I love Susan LaMotte‘s definition of culture.

When asked what culture is, I use the word tribe. A functioning tribe has rules to join, rules to leave, and rules that keep the tribe running smoothly. Take modern American Indian tribes. They still run by tribal councils, and have rules to enroll and dis-enroll in the tribe. They have traditions, symbols and ways of being that are different and may even seem strange or odd to non-members. But members of the tribe relish in them. They belong.

The codified ways we belong prevent the vacuum that would otherwise get occupied by the fight/flight that comes with fitting in. Fitting in is the natural outcome in the absence of clearly defined ways of belonging. People who fight for DEI outcomes from their belonging, on the other hand, fight for each other’s diverse uniqueness. Belonging provides the inviting embrace as well as the clear and agreed-upon boundary. And, no, not everybody belongs. Only those who adhere to the ways the company tribe belongs in pursuit if it’s shared belief in purpose. (Yeah, I know I sound a little Brené Brown-ish.)

With respect to a “Sense of Belonging,” I’ll just ask you. Will you work for a sense of a paycheck?

Pause… would you work for a “sense” of a paycheck?

And though belonging is the answer, the current often-cited institutional models for understanding belonging also add even more resistance to DEI. The problem: they are one-way, receiving transactional models of understanding. An affirmation model. One-way-emotional streets. I get, therefore I belong. You’re left asking, “When the money runs out, will you still have my back?” “If they get, and I don’t, do I belong?”

Here’s Cornell University’s understanding of a Sense of Belonging for reference:

Belonging is the feeling of security and support when there is a sense of acceptance, inclusion, and identity for a member of a certain group. It is when an individual can bring their authentic self to work.

Here’s the APA definition:

n. The feeling of being accepted and approved by a group or by society as a whole. Also called belongingness.

Both of these popular definitions get cited regularly. And they’re both one-directional and in receive mode. They’re both affirmation/acceptance models. Nothing in them says, “we belong… I got your back.”

A New Model for Belonging, Feel, Own, CareBelonging, it’s a state of being, in relationship with others:

When you feel, own, and care for them, in their successes, dreams, and failures. And, they feel, own, and care for you in yours. It’s a two-way street.

DEI efforts need the “we’re in this together” bidirectional space so it’s not working against the neurological tide. Belonging fills the emotional space with a unite-and-fight neurochemistry, leaving less room for fight/flight. It’s a two-way street of feeling for yourself and them, owning your life and theirs, and, caring for yourself and them. And they do the same with you. If you prefer today’s typical business emotional intelligence language, it’s mutual- empathy (feeling), accountability (owning), and compassion (caring for).

I prefer to use the simpler regular language of, feel, own, and care for. It’s how we would actually talk to each other, and think, and feel towards each other if we were sitting in a coffee shop, or bar, or now, across the Zoom. We say, “I feel for you, my sister (or xi, or brother), what can I do to lighten your load?” We don’t say, “I empathize with you, person I am accountable towards, what act of compassion do you need?” The more academic and intellectual the language, the farther from the heart we seem to get.

Belonging requires all three – Feel, Own, and Care forThere’s a hollowness that we know, that comes when any of the three: feel, own, or care for, aren’t genuine, or, are missing.

• Without the Feel, (empathy) we question whether or not we’re really theirs, when they say, “You’re my friend… or my employee…” We question the “why” of their care for us.
• Without Own, (accountability) we’re stuck with the nagging doubt of whether their expressed feelings for us are true. We doubt if their care for us is actually for us.
• Without Care for, (compassion) we disbelieve in the genuineness of their expressed feelings and their claim that we are theirs.e Feel Own Care Belonging

But when you have all three, look out, you get a company of people that will find a way for each other.

You know you belong because first, YOU feel, own, and care for them, AND, second, THEY also feel, own, and care for you. If it’s just them, you’re getting affirmation, and yeah, that feels good. If it’s just you, you’re probably just fitting in, or in codependency.

It really comes down to this, we’ll fight for those that we feel, own, and care for. It’s how we get to this type of scenario.

Maori Woman With Face Tattoo Is 1st to Anchor Primetime News

You love and belong at your company so much you want to include someone from another circle of your belonging, into it. So you invite her to join. Her values align. She’s excited about joining in purpose. She didn’t come from a fancy college, but you don’t care. Hard knocks couldn’t stop her. She meets with the team, and they see she’d need some added mentoring and training, well, in the comparison of the skills to the other candidates. She’s been out of the workforce for 20 years. You could invest in her, and give some equity on her behalf, for a better company in the future. And, she even looks different, diverse, in her bright-colored clothes, and what looks to be she-warrior tattoos on her chin and up her right arm to her bicep. She sees things differently than you, but comes from the same heart, with similar enough core values.

When she told her back story, you could hear the company’s core values echoed in it. Your people could tell she’d already chosen them, and she was bold and vulnerable about it. She wanted in on the tribe. And they chose her too. Belonging’s a 2-way-street.

That’s what you get through feeling, owning, and caring for each other – real F.O.C.’n belonging.

Win the DEI long game in FOCn’belonging! Think BIED, not DEI+B1. Create a place where the ways you belong (feel, own, care for) come from your no-compromise lived core values for each other, as you work towards your shared belief in purpose. This is your primary bias/filter. 2. Include, or invite someone in, based on whether they’d embrace the ways your company tribe belongs and in their shared belief in purpose. 3. Look more towards their potential, what they can and would agree to do, vs just what they’ve done before and where they’re from. You’re willing to use equity to get them and bring them into the company belonging. 4. Seek those, in their complete and individual diversity, from a biased filter of, they’d embrace the company’s ways of belonging, and pursue its shared belief, promised land.s We take action sooner in belonging.

When your people belong, their efforts pertaining to DEI play a natural part in deepening the company tribe. In the search for adding another person to the company Us Story, they’ll unite and fight for each other’s diverse uniqueness, because the ways your people belong are clear in their invitation and boundary. They’ll act for it sooner!

Psychological safety can’t provide that. You can’t just play it safe.

You play to belong, and then you win with DEI.

I’ll leave you with a wonderful description of belonging by Owen Eastwood, the author of, Belonging, The Ancient Code of Togetherness.

Whakapapa (Maori for, “you belong here”) points a finger at us and tells us, You will not be judged by your money or celebrity or sense of self pride . . . you will be judged by what you did for our tribe. When the sun is shining on us, we must be guardians of our tribe and of each other.

Belonging, The Ancient Code of Togetherness. (pp. 18-19).

Thanks for taking the time to read this, really. If you’re curious, or, you’d like to couch your DEI in belonging for real success, give me a holler. Catch ya, Paul

This piece was originally published on LinkedIn, , November 2022.

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“The Emperor is naked!”It is left to a naïve child to blurt out the truth when so many would not because they were flattering the emperor or afraid of appearing stupid.

In 1837, the Danish writer Hans Christian Andersen published the folk tale, The Emperor’s New Clothes. The story tells of a vain ruler obsessed with being a fashion plate. Every outfit had to be new and spectacular. Enter two con men who flatter the high king promising to create a suit of clothes so dazzling that only the incompetent and stupid will not see its magnificence.

Andersen, like the Grimm brothers, collected folk tales from around the world. He based this one on a German translation of a Spanish version of a Persian retelling of an Indian tale. All previous versions make the clothes visible to those of legitimate birth; people praise the unseen clothes lest they outed as bastards. Andersen changed the invisibility indicator to incompetence and so insecure courtiers’ fawning exposes the king’s bum.

The con-tailors elaborately loom an invisible suit. The emperors advisors rave about the garments’ beauty. No one, including the Emperor, admits they might be too stupid to appreciate such sartorial splendor.

One small boy gives the ruler the “straight skinny” when the emperor parades past in his birthday suit.

As leaders rise, the “straight skinny” recedes.Getting honest feedback at the top of an organization (or a country) is hard. A Mike Nichols and Elaine May song lyric from the movie Ishtar illustrates:

“Telling the truth can be dangerous business. Honest and popular don’t go hand-in-hand.

If you admit that you play the accordion, no one will hire you in a rock-n-roll band.”

There are the flatterers, who might “fib just a little” to better their career prospects.

“You are such an amazing founder. Ignore the shareholder requests for a new CEO. Who else could lead this company as well as you do!”

There are the “sugar-coaters.”

“The people who fill out surveys only complain; we have millions of happy customers.”

“When you cut sales demographically we’ve made some real gains in the those over 65.”

There are some who are protecting your feelings.

“No, of course, that dress doesn’t make you look fat.”

“Everybody forgets things.”

“You look good!”

We old people hear this one so much, comedians now talk about the three ages of man: Youth, Middle Age, and “You look good!”)

It ain’t all their faultLeaders create a dearth of straight skinny. When you explode at bad news, you ensure others “won’t make that mistake again.”

Are you susceptible to flattery? When you receive a compliment do you glow in a way that affects critical thinking?

Who do you include in your closest meetings? Flatterers and sugar-coaters? People who believe in you and your ideas? Or “Difficult People,” “Debbie Downers,” “Nattering nabobs of negativity?”

Are you prepared to believe any cockamamie explanation instead of the truth. ”You know DeNile is not just a river in Egypt.” (Denial is self-preservation for vanity.)

There are consequences beyond your feelings.Beneath the radar in every disaster there was probably a “straight skinny teller:”

“General Custer, sir, I think there might be more of them than you think.”

“Captain Smith., I’d like to see Titanic set the crossing record too, but they did say icebergs have been spotted.”

At one point in my career, I studied large process safety incidents, BP’s Texas City Refinery, Deep Water Horizon, Challenger, Columbia, and many more. In every one I studied, there was always someone with the “straight skinny” who was disregarded or even ridiculed. Lives and livelihoods are too much at stake not to listen.

Not listening is a tragic flawPlaywrights and authors have always seen those who ignore the “straight skinny” as creators of their own destruction.

Sophocles gave Oedipus many who warned about the “kill Dad, bed Mom” thing. Did Fast-Oedi listen? Not-so-much.

King Lear listened to daughters Goneril’s and Regan’s flattery and rejected his truth-telling daughter Cordelia. ‘How like a serpent’s tooth it is to have a thankless child.” When the Earl of Kent tries to inform him of his mistake, Lear kicks him out of the cabinet.

Anakin Skywalker, who feared losing Padme, became Darth Vader. Othello feared losing Desdemona and he and pretty much everyone became dead. Neither listens to people trying to give them the straight skinny.

Finding your straight skinny tellerYou can look for straight skinny devotes by assiduously avoiding the opposites. What is the opposite of the straight skinny teller? The crooked skinny teller who promises you inside information, but gives you lies that only benefit them? The straight corpulent who is always positive, not just a half-full person, but a cup-runneth-over person.

There are some other ways:

• Start with the person in the mirror. Express gratitude for bad news. Take compliments graciously and move on, steeling yourself against flattery. Ask for all the data, not just the good stuff.
• Notice who agrees and disagrees with you. You want independent thinkers. The person who always agrees with you is gravitating to the power source. The person who always disagrees may be counter-dependent.
• Don’t play favorites. Bring different people into meetings. Ask for opposing viewpoints in decision-making discussions.
• Value you those who help keep your ego in check. When the Roman Senate authorized a Triumph, the parade and celebration ceremony for victorious generals, they placed a Senate slave in the general’s chariot to repeat “Momento mori sic transit gloria” (“Remember you are mortal; glory fades”). My wife sometimes fills this role, with humor that helps me laugh at myself.
• Say “thank you” when someone gives you the straight skinny. Reward those who break you out of denial, short-circuit your magical thinking, and identify and challenge assumptions. Perhaps you’ll avoid that embarrassing moment when someone blurts out:

The Emperor is naked!

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Dublin, Ireland – September 2024 – Keywords Studios, a global leader in video game development services, announced a new initiative to address the growing demand for skilled community managers within the industry. The company is actively seeking and nurturing fresh talent to join its ranks and shape the future of player engagement.

Community managers play a pivotal role in building and maintaining strong relationships between game developers and players. As the face of a game to its community, they are responsible for encouraging engagement, managing online reputation, and providing valuable feedback to development teams.

To support aspiring community managers, Keywords Studios is offering guidance on essential skills and experience. A strong understanding of the video game industry, excellent communication and interpersonal abilities, and a passion for connecting with people are key attributes for success in this role. While formal qualifications are not always required, a background in marketing, communications, or psychology can be beneficial.

“Hands-on experience is crucial for aspiring community managers,” said James Gallagher, Head of Community Management at Keywords Studios. “Getting involved in online gaming communities, whether it’s participating in forums, contributing to discussions on platforms like Discord or Reddit, or even creating your own community, is invaluable. It’s about making your mark and gaining practical experience.”

Keywords Studios is committed to creating a supportive environment for community managers to thrive. The company offers a range of development programs, mentorship opportunities, and exposure to a diverse portfolio of games and is dedicated to providing community managers with the resources and support they need to succeed and make a significant impact on the video game industry.

Beyond traditional community management roles, Keywords Studios also recognises the evolving nature of player engagement. New trends such as live streaming, esports, and influencer marketing are creating exciting opportunities for community managers to explore and innovate. By embracing these emerging channels, community managers can connect with players in more meaningful and interactive ways.

James Gallagher
Head of Community Management at Keywords StudiosYou can view more information at https://www.keywordsstudios.com/en/jobs-in-video-game-support/.

About Keywords Studios

Keywords Studios is an international provider of creative and technology-enabled solutions to the global video games and entertainment industries. Established in 1998, and now with over 70 facilities in 26 countries strategically located in Asia, Australia, the Americas, and Europe, it provides services across the entire content development life cycle through its Create, Globalize and Engage service lines to a large blue-chip client base across the globe.

Keywords Studios is committed to fostering a collaborative and inclusive work environment where employees can thrive and contribute to the success of the company. With a focus on professional development and career growth, Keywords Studios offers a range of opportunities for employees to learn new skills, advance their careers, and work on exciting projects across the global video games industry. The company’s dedication to creating a positive and supportive workplace culture has earned it recognition as a top employer in multiple countries.

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Everyone wants to have a decent bit of space in their home, and there are more than a few ways to do this. Focusing on home additions is one of the more common.

If you have the space, and budget, these can make your house nicer while giving you a lot more usable space. You’ll enjoy the space quite a bit, and it could even bump up your home value quite a bit. With the benefits they offer, there’s no reason not to consider a home addition.

Some of these can be a lot more appealing than others.

Home Additions: 3 Great Options1. Enclosed PatiosPatios and conservatories can always be a great addition to a house, whether you put them in the front or back of your home. They give you a great place to take in the outdoors a little bit.

The trick to this is making sure you can take in the outside without needing to deal with any harsh weather elements. One of the best ways of doing this is enclosing any patios you have. It’ll let you enjoy the outside without worrying about the rain.

Large windows can be one of the more effective ways of doing this.

1. A Swimming PoolIf you get a lot of sun during the year, then you’ll naturally want to enjoy it as much as you can. A swimming pool can be a great way of doing this.

These don’t need to be too large, so they can still fit even if you have a relatively small garden. It’s just a matter of making sure it’s properly designed and installed, and you’ll be enjoying your swimming pool before you know it.

Make sure to put the maintenance for this, though. A pool closing service can help with this more than you’d think.

1. Kitchen ExtensionYou’ll get a lot of use out of your kitchen, but you mightn’t always think it’s perfect. If you have the room to extend it, then it could be worth it.

Should the kitchen be up against part of the home exterior, then you could build onto it and extend the kitchen. This offers more than a few benefits. You’ll have more room to actually cook, and even install a dining area in the kitchen. Add in the extra appliances you can have, and it’s even better.

With how much more function and sheer style this offers, you’ve no reason not to.

Home Additions: Wrapping UpHome additions can be a great way to make your house nicer, and they’re always worth considering. If you have the space and budget, there’s no reason not to consider them.

That doesn’t mean going with anything and everything you can think of. Instead, focusing on a few specific additions can be better worth it. They’ll have more of an impact on your home, and you could enjoy them much better.

While they’ll take a bit of work to get done, the benefits they offer make them more than worth it.

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In today’s competitive job market, ensuring fair compensation for employees is crucial for maintaining a motivated and productive workforce. One important aspect of fair compensation is double-time pay. While many employees may be familiar with the concept of overtime pay, double-time pay often needs to be more understood. This blog post will delve into the intricacies of double-time pay, exploring the benefits it offers employees and the responsibilities it places on employers. By the end, you’ll have a comprehensive understanding of this vital labor practice and how it impacts both sides of the employment relationship.

Understanding Double Time PayBefore diving into the specifics, it’s essential to understand what is double time pay. Simply put, double time pay is a compensation rate twice the employee’s regular hourly rate. It typically applies to hours worked beyond the standard workweek, during holidays, or under the employer’s or labor laws’ exceptional circumstances. For instance, if an employee’s regular hourly wage is $20, their double time pay rate would be $40 per hour.

Double time pay serves a crucial role in acknowledging employees’ additional effort and inconvenience. It compensates them for working excessive hours or during times that are generally reserved for rest, such as weekends or public holidays. This practice ensures that employees are fairly rewarded for their time and commitment, which is a key aspect of maintaining a motivated and productive workforce.

Employee Benefits of Double Time PayThe following are the main advantages of double time pay for employees: The compensation directly impacts the satisfaction level in the workplace and the employee’s financial security. First, it offers quite a large amount of money for those employees who agree to go beyond the call of duty. It is beneficial for those who have a particular goal in mind, such as saving money for an expensive item or emergencies, paying off debts, or just enhancing their standard of living.

Also, it helps increase morale among employees because they are paid double their wages during that time. This way, the employers can be sure that the extra efforts are fairly compensated, and their employees will be more motivated to do more and be more productive. Employees are more likely to remain loyal to the employer, decreasing the turnover rates and increasing a sizable, experienced workforce.

Moreover, double-time pay contributes to work-life balance since employees can afford to do more things with a heavier pocket. The way to combat this issue is to set up compensation rates for overtime work and make employers pay more for the extra hours that their employees are willing to put in to lead healthier lives. This is also effective in preventing burnout and other issues that affect the mental and physical well-being of the employees and enhancing overall performance and contentment at the workplace.

Employer Responsibilities Regarding Double Time PayAlthough double time pay means gain to the employees, it also has some requirements that follow the employers. Therefore, every employee must know and be aware of these responsibilities so that they do not breach the law or make the workplace hostile.

Employers, among other duties, keep records and monitor employees’ working hours. This allows for proper compensation for any double time hours insofar as the employee is eligible for them. Employers need to ensure that they have sound methods for timekeeping, and the records must be scrutinized from time to time to ensure that there are no inconsistencies or mistakes.

Employers also need to learn more about when they can give out double pay according to labor laws and regulations. Such laws can be local and different from one state to another, depending on the period they were enacted. Employers must continuously update themselves with these regulations to fully adhere to them and avoid legal troubles. This paper discusses why failing to adhere to double time pay laws may lead to severe consequences and tarnish the company’s image.

In addition, managing employees’ expectations and ensuring that they are aware of their entitlements to double-time pay is crucial. Employers ought to ensure that they relay information that focuses on when and how double-time pay is applicable and how and when to fill out and submit records of such extra hours. Few situations lead to confusion and conflict, narrowing down the chances of tension in the workplace.

Employers should also reflect the extent of their pockets on a requirement of offering double time pay. Even though it is a standard procedure to apply for reasonable wages, this issue can significantly affect the company’s total payroll. Employers need to factor this into their budget and look for ways to help them overcome the overtime issue. This may entail such measures as increased recruitment of employees during high demand and adopting more relaxed working schedules to reduce congestion.

ConclusionDouble time pay is a component of wages that should be fair to employees, as it has numerous advantages for both the employee and the employer. It is a significant monetary reward for customers, motivates employee performance, and contributes to staff well-being. For employers, it entails the following requirements, namely, proper recording of working hours and other metrics, observation of the stipulated labor laws, direct communication with the workers, and goal-oriented managerial accounting.

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Jason Walker, Adler University

Having meaningful connections in the workplace is essential for personal and organizational success. Most of us form these bonds naturally, as we spend a significant amount of our lifetimes at work.

After leaving college, many people in their 20s move to new cities for career opportunities, where they face the task of creating a brand new social circle from scratch. The workplace becomes an ideal place for people to connect. Activities like grabbing drinks after work, playing team sports or just sharing meals serve as opportunities to form connections with co-workers. These interactions not only help combat feelings of isolation, but also add a sense of camaraderie and support to the daily work routine.

However, as individuals reach milestones like getting married or starting a family, their priorities in life naturally shift. The enjoyed after work hangouts and casual meetups start taking a backseat to family commitments and home responsibilities.

Consequently, you might find that keeping up with work friendships becomes more challenging over time. Balancing professional growth and one’s personal life often leads to a decrease in the frequency and depth of these relationships while still preserving any already-established connections.

Making friends at workThere is a difference between typical co-worker relationships and true friendships. Generally speaking, people we work with are not necessarily friends. In our personal lives, it often takes years of building trust to bring someone into our circle of friends. Yet many of us do develop friendships with colleagues we have worked alongside — often for years. For instance, I’ve made friends at work whom I respect and trust immensely — one of my best friends is someone I met on the job. Our friendship continued to thrive long after I left that workplace.

That said, do I share my deepest, darkest secrets with work friends? Nope. So then, is a work friend worth it? In short, yes — even relationships with weaker ties can be beneficial. But it depends on the depth and nature of the relationship.

The benefits of friendships at workFriendships can result in substantial benefits. A 2021 survey on workplace friendships and happiness found that 57 per cent of workers said having a friend at work significantly boosted job satisfaction. Additionally, 22 per cent of survey participants believed friendships in the workplace enhanced their efficiency. Another 21 per cent thought these connections stimulated innovation.

When employees are happy, engaged and productive, and the organization is meeting their individual needs, they are more likely to meet their full potential.

When employees are happy, engaged and productive, and the organization is meeting their individual needs, they are more likely to meet their full potential.Strong relationships can facilitate communication and advice-sharing among co-workers.

However, it’s important to note workplace friendships can have a downside. Friendships at work can be problematic due to rumours of relationships, nepotism and favouritism, to name a few. The concept of “work” and “play” can often conflict when career goals intersect or worse when there is a conflict. That said, many of these issues can be mitigated with clear boundaries and communication.

Preventing burnoutEmployees are not the only ones who benefit from workplace friends — there are also significant benefits for employers. Promoting employee engagement through a respectful and inclusive work culture, for example, decreases employee turnover rates.

Employees with friends at work are twice as likely to feel passionate about their roles. These individuals also tend to interact with clients, deliver high-quality work and express overall greater degrees of well-being than those without work friends.

Apart from creating a supportive atmosphere, workplace friendships lead to people being less inclined to look for other job opportunities.

This element of workplace culture has become increasingly important as companies deal with the aftermath of the Great Resignation, where 4.3 million Americans left their jobs in August 2021 alone.

Inter-generational friendshipsInter-generational friendships are important to cultivate at work. You should consider expanding your networks to get the most out of these meaningful relationships.

However, forming friendships with supervisors can be challenging. Such relationships carry the risk of cronyism and nepotism and can undermine the integrity and effectiveness of a workplace.

A study in the health-care sector found that health-care professionals who felt unfairly treated were more likely to feel unmotivated, which impacted work performance.

This illustrates the struggle for organizations to combat perceptions of nepotism while fostering trust and camaraderie among employees. Friendships with a superior can work against personal relationships and the organization as a whole.

Instead, organizations should prioritize mentorship programs. Pairing younger employees with seasoned employees provides guidance, feedback and support, bridging the gap between individuals and the organization. Mentoring is also a great way to bridge any generational gaps.

Whether a traditional peer-on-peer program or someone taking you under their wing, the rewards are significant. About 70 per cent of Fortune 500 companies have some mentorship program, which speaks to their value.

Dos and don’tsTo ensure that workplace friendships are positive and don’t result in consequences, there are some essential guidelines and boundaries employees should consider following.

1. Go out of your way to greet your co-workers, celebrate their accomplishments and invite them out to lunch or happy hour after work.
2. Maintain your professionalism at work, even when spending time with friends. Remember that your supervisor could be watching.
3. Be kind to those around you: Avoid behaviours that may exclude others and steer clear of gossip. While not everyone may naturally form friendships, maintaining a respectful attitude is key.
4. Handle conflict maturely: If you and your work friend run into difficulty in your relationship, don’t place all the blame on them or ghost them. Address issues maturely and work together to resolve them.
5. Balance socializing with working: If your friendship is taking up too much of your time or impacting productivity, adjust how you interact at work.
6. Don’t engage in favouritism: Ensure your friendship doesn’t lead to cronyism or nepotism, which can harm team dynamics and trust.
7. Respect privacy: Don’t share personal information about your work friends with other colleagues without their permission.
8. Clearly communicate and stick to boundaries with your work friends.

Having friends at work can be a good thing — it’s good for mental and physical health, prevents loneliness and organizations perform better. But, like all relationships, it’s important to always remember and respect boundaries.

Jason Walker, Program Director & Associate Professor of Industrial-Organizational and Applied Psychology, Adler University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Workplace discrimination is a common issue that impacts hundreds of thousands of people across the country. It can disrupt workflow and make employees feel uncomfortable at work.

Understanding workplace discrimination and its implications is important for every employer and employee. You should be able to recognise discrimination and know how to take the appropriate actions to raise your concerns.

Below, we have covered workplace discrimination in more detail and why it’s important to understand this issue as an employer or employee. You can learn more about workplace discrimination by looking at HKM.com’s information on the matter.

What is Workplace Discrimination?

Workplace discrimination is the unfair treatment of a job seeker or employee based on their protected characteristics. These characteristics include age, race, sex, gender orientation, nationality, ethnicity, religion, disability, and pregnancy.

There are various forms of discrimination within the workplace, and they include:

• Direct discrimination – this type of discrimination is where a person is directly treated unfairly because of their protected characteristics, such as not being given an interview for a job due to their age
• Indirect discrimination – indirect forms of workplace discrimination occur on a wider level, such as an employee implementing a policy that only impacts those of a certain race or religion.
• Harassment – this form of discrimination involves making an individual feel scared or intimidated in the workplace, such as through ongoing sexual advancements or bullying.
• Failure to accommodate needs – when a person’s unique needs are not met by an employer, such as a person with disabilities needing special equipment or a religious individual needing work breaks to pray at specific times, it is classed as a form of workplace discrimination.

Why is Understanding Workplace Discrimination Important?

Knowing the ins and outs of each type of workplace discrimination is important for a number of reasons, whether you’re an employer or employee.

Understanding workplace discrimination enables you to comply with local and national laws. You can understand your unique requirements as an employer or employee regarding the fair treatment of your staff and colleagues.

Knowing more about the laws surrounding workplace discrimination allows you to implement the necessary policies and workplace practices to keep your staff safe and comfortable at work. Comfortable and content employees are more likely to be productive and remain loyal to their employers, ensuring business success.

A workplace that is free of all forms of discrimination creates a positive environment that makes everybody feel welcome, regardless of their background. When employees feel respected and valued, they will feel motivated to work hard and contribute positively to the workplace.

Learning how to eliminate discrimination within the workplace as an employer or employee enables you to contribute positively to workplace culture and promote collaboration within your team. It will also enable you to maximize productivity, engagement, and efficiency, which can improve enjoyment within the workplace and promote a welcoming, positive business reputation.

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Being a boss, or a manager of a team of incredibly talented individuals, is difficult. Let’s set a scenario. You’re the leader of a team of salesman/saleswomen. It’s important to keep them happy, feeling valued and rewarded for their efforts, whilst setting up an environment where they are competitive and show willingness to work hard for the company. They’re going to need to be passionate at what they do – it’s much easier to sell a product or a service if they’re passionate and charismatic. So how do you find the balance to keep them all satisfied and wanting to turn up to work? Here are some things to think about, that employees really appreciate and will feel valued enough to keep wanting to work for you, and also keeps you in the loop with your workers!

Keeping Them Incentivised

For a team in which their success comes from selling, its important to make sure that they have some sort of incentive or end goal that drives them to keep pushing to make those ever important sales. Keep them competing to be the best of the bunch, and offer little rewards as a thank you and a prize for whoever has led by the end of a given time, things like that. Its important to keep them interested, and as mentioned earlier, they dont have to be massive gestures like holidays and cruises to whoever wins etc (Which would be great, but you’re likely to counteract the sales if you’re constantly promising ski trips at the end of each week.

Be Aware and Available

Sometimes a team just needs to know that their leader has their back. Try and make yourself available frequently. Things like weekly/monthly catch ups, 1 to 1s, or simply having an ‘open door’ policy can help. If your team feels confident that you can be called upon if needed, they’re likely to work harder for you. It’s not necessarily about being friends with everyone, btu maintaining professionalism and just showing you are there for your workers, will go a long way

Keep Them Aware of any Company Perks

A lot of companies now have access to exclusive perks to certain privileges that might provide them with a service or something of the sort, at maybe a discount at a local gym, or some sort of money back on purchases that may help you in during work, like prescribed eyecare or dental procedures, or services like wernicke korsakoff syndrome attorney where they hire attorneys to work with a colleague if they believe they’ve been a victim of medical malpractice, they can assist in building a case.

Listen To Them and any Ideas They Might Have

Typically your team will report to, and listen to you, but it also helps to listen to them! You hire these people because of their sharp minds, creativity, work ethic, and other great traits, so they might have equally great ideas that can benefit the business. How you approach this is up to you, whether you do this via one to ones, or as a group, but it’s a good idea to warm to the idea of suggestions from your team. Everyone will be working toward the same goal, but may have different methods, approaches and ideas to get there, and it can’t hurt to have input from more than just one person. It also breeds confidence on both sides, you’ll feel assured that you can trust in your team’s input, and they’ll trust you enough to come to you with suggestions.

Promoting Competition

In a company, it doesn’t hurt to have a bit of friendly competition among peers. If used correctly, it can motivate each employee to perform better than before, increase productivity, and keep the morale generally quite high in the workplace. Incentives are a great way to make it competitive enough to be enjoyable to work toward, and can often bring teams closer together. Some of a few examples, in a sales scenario, could be as follows:

• Highest amount of positive feedback (Percentage or otherwise) from customers
• Most Profit margin in a month
• Phone time (Who closed deals quicker)

Those are to list a few, but there are many others that you can use to keep your team motivated, without creating a hostile environment. People tend to naturally want to compete amongst one another in friendly head to heads, so why not use it to make the work environment more friendly, and get the best you possibly can out of your team?

Providing Training

All companies will have a degree of training anyway, but having access to training modules that could potentially deepen their knowledge pool wouldn’t hurt, as most people will leap at a chance to expand and maybe upskill. There are plenty of sales based training courses that can help someone maximise their potential, and the company can only benefit from their employees having multiple accolades and accreditations – it looks better for the company, can even increase sales if the company looks reputable, and can even justify an increase in rates due the skill level and assurance provided.

Setting Goals

Setting goals and targets are good for any employee in any field really. This can be done in an already established process the company has, like at an annual performance review. It gives them something concrete to work on, and depending on how you executed this, can also provide motivation and drive now they have something to strive toward. It’s also a great chance to tell them what they’re doing well, so it’s not all ‘focus on this’ and ‘please do that better’, and allows your team to take a lot from these – maybe even looking forward to them.

All in all, to summarise, employees typically just like to be noticed, and feel like someone has their back. If you’re doing all of this already – great! Hopefully you have a team of winners and the stats all reflect that, and your team will continue to thrive.

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Michal Lehmann, Carnegie Mellon University and Taya Cohen, Carnegie Mellon University

Every year, employees worldwide enter annual performance reviews with mixed feelings. Do employees enter these conversations with enthusiasm to learn new things? Rarely. Are managers eager to have these conversations and coach their employees on how they can improve in the coming year? No.

These meetings are typically experienced as difficult conversations. Opportunities for learning and relationship-building are often missed.

In an ideal world, employees would learn and improve from the feedback their manager provides in the annual review. But there are at least two obstacles that can stand in the way of that best-case scenario. It can be hard to hear painful truths. Critical feedback can trigger defensive reactions: That’s wrong. Who are you to say? This is a disaster, and I’ll never be able to improve. And, even if employees are receptive to the intended message, they may have trouble understanding the information and face difficulties implementing the feedback to improve their performance.

In an effort to get through, managers may try to soften their delivery. For example, they may use the much-maligned “feedback sandwich,” which bookends a critique between two compliments. But this tactic can obscure truthful and useful information, resulting in confusion, misunderstandings and worse.

We study organizational behavior and are especially interested in how people interact and communicate at work. Drawing from our research on humility and feedback, we suggest a new way for managers to approach performance reviews: Create what we call “humble encounters.”

By expressing humility, managers can transform performance reviews from monologues into dialogues, with greater learning and improvement as a result. Our studies indicate that when a team member expresses humility to a co-worker, it leads their partner to feel greater “psychological safety” – more comfortable sharing candid opinions and concerns without worrying about backlash or negative consequences. This, in turn, helps improve performance in the team.

Creating humble encountersHumility has a few key ingredients: You must be willing to view yourself accurately, as you really are. But that’s not enough to create a humble encounter. You must also show that you are teachable by exhibiting openness to feedback, ideas and suggestions. Finally, it’s critical that you acknowledge and express appreciation for the contributions that others make.

So, how might a manager do all this in a performance review?

You can signal that you’re willing to view yourself accurately by sharing personal experiences of dealing with challenges: “I also struggled with this issue when I first entered the company.” By sharing your own challenges and how you worked through them, you signal that you’re aware of your own weaknesses and vulnerabilities, as well as your strengths and achievements.

You can signal teachability by demonstrating that you’re open to learning from others. Managers can use what organizational culture experts Edgar and Peter Schein call “humble inquiry” – asking questions you don’t already know the answer to, listening intentionally and responding with curiosity.

Be mindful of assumptions implicitly conveyed to the listener by how you phrase your questions. Negative assumption questions
– like “What triggers you to argue with your co-workers?” – presuppose a problem. The employee might be surprised by this question and the assumption behind it because they don’t remember the last time they argued with someone at work. A negative-assumption question can help clarify undesirable behaviors if they are indeed happening, but at the same time it can signal distrust and hinder the receptivity of the receiver.

Another way to express humility is by good listening. It includes three crucial elements: paying attention to the speaker, showing positive intentions toward the speaker, and demonstrating that you understand their message. Managers who listen well to their employees elicit better performance and establish stronger relationships with them.

Spotlighting an employee’s strengths and contributions is active acknowledgment of the employee’s value without the manager devaluing their own. During the annual review, it’s possible to recognize an employee’s strengths while still providing developmental feedback.

Managers should provide support by conveying a sense of care, understanding and validation:
“I’m giving you these comments because I have very high expectations, and I know you can reach them.” Using language that communicates support fosters trust and a sense of belonging, thus breaking down walls of defensiveness.

Humble encounters enable growthBy modeling humility, managers provide employees with two key, seemingly contradictory signals.

They show relational acceptance – a signal that they accept the employee as they are, thereby calming feelings of threat and defensiveness. At the same time, they also communicate an expectation of change. Learning and improvement are not only possible but necessary for the employee to reach their full potential in the job.

In response to managers’ humility, employees will reciprocate humble behaviors, showing more willingness to view themselves accurately, be teachable and appreciate others’ contributions.

Managers might be concerned that expressing humility might signal weakness. However, research shows that this is not the case. When leaders are perceived to be humble, they are also seen as effective, competent and charismatic. Therefore, being a humble leader has benefits not only for employees, but also for the leader’s reputation.

Humble encounters can transform annual reviews into a more positive and enriching experience for both managers and employees. By enacting the three key aspects of humility – a willingness to view yourself accurately, teachability and appreciation for others’ contributions – you can both change your employees’ learning curve and strengthen your relationship with them.

Michal Lehmann, Postdoctoral Fellow in Organizational Behavior and Theory, Carnegie Mellon University and Taya Cohen, Associate Professor of Organizational Behavior and Business Ethics, Carnegie Mellon University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Julia Minson, Harvard Kennedy School

Your 18-year-old daughter announces she’s in love, dropping out of college and moving to Argentina. Your yoga-teaching brother refuses to get vaccinated for COVID-19 and is confident that fresh air is the best medicine. Your boss is hiring another white man for a leadership team already made up entirely of white men.

At home, at work and in civic spaces, it’s not uncommon to have conversations that make you question the intelligence and benevolence of your fellow human beings.

A natural reaction is to put forth the strongest argument for your own – clearly superior – perspective in the hope that logic and evidence will win the day. When that argument fails to have the intended persuasive impact, people often grow frustrated, and disagreement becomes conflict.

Thankfully, recent research offers a different approach.

For many years, psychologists have touted the benefits of making parties in conflict feel heard. Making someone you’re arguing with feel that you’re listening can calm the troubled waters, allowing both parties to get safely to the opposite shore. Two problems can get in the way, though.

First, when encountering disagreement, most people jump into “persuasion mode,” which doesn’t leave much room for listening, or even for pursuing other goals for the interaction. Any conversation could be an opportunity to learn something new, build a relationship that might bear fruit later, or simply have an interesting experience. But most of those goals get forgotten when the urge to persuade sets in. Second, and just as important, is that even when people do wish to make their counterparts feel heard they don’t know how to do so.

I lead a team of psychologists, negotiation scholars and computational linguists who have spent years studying ways that parties in conflict can behave to make their counterpart feel they are thoughtfully engaging with their perspective.

Rather than trying to change how you think of or feel about your counterpart, our work suggests that you should focus on changing your own behavior. Focusing on behavior rather than thoughts and feelings has two benefits: You know when you are doing it right, and so does your counterpart. And one of the easiest behaviors to change is the words that you say.

A conversational toolbox, based on what worksWe used the tools of computational linguistics to analyze thousands of interactions between people who disagree with each other on hot-button social and political issues: police brutality, campus sexual assault, affirmative action and COVID-19 vaccines. Based on these analyses, we developed an algorithm that picks out specific words and phrases that make people in conflict feel that their counterpart is thoughtfully engaging with their perspective.

These words and phrases comprise a communication style we call “conversational receptiveness.” People who use conversational receptiveness in their interactions are rated more positively by their conflict counterparts on a variety of traits.

Then we experimented with training people to use the words and phrases that have the most impact, even if they’re not naturally inclined to do so. For example, in one of our earlier studies, we had people who held different positions about the Black Lives Matter movement talk to each other.

Those who received a brief conversational receptiveness training were seen as more desirable teammates and advisers by their counterpart. Training also turned out to make people more persuasive in their arguments than those who did not learn about conversational receptiveness.

We encapsulate this conversational style in the simple acronym H.E.A.R.:

• H = Hedge your claims, even when you feel very certain about your beliefs. It signals a recognition that there are some cases or some people who might support your opponent’s perspective.
• E = Emphasize agreement. Find some common ground even when you disagree on a particular topic. This does not mean compromising or changing your mind, but rather recognizing that most people in the world can find some broad ideas or values to agree on.
• A = Acknowledge the opposing perspective. Rather than jumping in to your own argument, devote a few seconds to restating the other person’s position to demonstrate that you did indeed hear and understand it.
• R = Reframing to the positive. Avoid negative and contradictory words, such as “no,” “won’t” or “do not.” At the same time, increase your use of positive words to change the tone of the conversation.

Measuring benefits of the tools in practiceIn a recent set of studies, my colleagues and I recruited people who were supportive of or hesitant about getting COVID-19 vaccinations. We paired vaccine-supportive participants with the vaccine hesitant and instructed them to persuade their partner to get the shot. Before the interaction, we randomly assigned the vaccine supporters to receive brief instructions in conversational receptiveness or guidance simply to use the best arguments they could think of.

We found that participants who received a couple minutes of instruction in conversational receptiveness were seen as more trustworthy and more reasonable by their counterparts. Their counterparts were also more willing to talk to them about other topics.

In a subsequent study, we explained the concept of conversational receptiveness to participants on both sides of the issue. Just knowing that they’d be engaging with someone trained in this technique made both parties report being 50% more willing to have a vaccine conversation. People felt more confident their discussion partner would hear them and less worried they’d be a dismissive jerk.

Dialing down the acrimonyThis approach might be especially beneficial in conversations in which one party is highly motivated to engage while the other is less so. When such conversations turn contentious, the less motivated person can simply walk away.

That’s an all-too-familiar experience for parents of teenagers who seem to have advanced degrees in ignoring unwelcome advice. Health care providers often face a similar challenge when they try to persuade patients to change behaviors they do not wish to change. In the workplace, this burden is most acutely felt by people lower in the hierarchy trying to have their views heard by higher-ups who just don’t have to listen.

Conversational receptiveness is effective because it makes the interaction less confrontational and therefore less unpleasant. At the same time, it allows both parties to express their perspective. As a result, it gives people some confidence that if they approach a topic of disagreement, their partner will stay in the conversation, and the relationship will not sustain damage.

In recent years, many scholars across the social sciences have expressed concern about Americans’ seeming inability to talk to their political opponents.

Yet the skills that are necessary for Democrats and Republicans to engage with one another are similarly lacking in our families and in our workplaces.

Our work on conversational receptiveness builds on extensive prior research on the benefits of showing engagement with opposing perspectives. By focusing on language that can be easily learned and precisely measured, we offer people a broadly applicable toolkit to live up to their best conversational intentions.

Julia Minson, Associate Professor of Public Policy, Harvard Kennedy School

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Standards and compliance. These terms may seem abstract, but their impact on your company’s financial health is very real. Compliance and standards are not just about meeting regulations; they are about ensuring the minimum quality of a product or service and making sure what you sell is fit for purpose. This, in turn, can lead to significant financial benefits, such as avoiding the staggering cost of noncompliance and boosting your company’s bottom line.

Across the board, the cost of noncompliance and loss of integrity is estimated to be around $14 million, and companies can be hit with harsh penalties or even jail time, depending on the severity of the issue and the damage caused.

Of course, the exact standards your company needs to adhere to and the level and type of compliance you need to be on board with following will be determined by what you do, global standards; for example, pharmaceutical products are strictly regulated across the world, but in the US, there is little to no regulation for a supplement industry meaning that companies don’t have “a line to tow” in regards to their claims and ingredients used.

Here are some benefits to ensure you meet all the requirements for your industry. It will help you produce a better product and facilitate facility growth and expansion plans, reduce costs, improve brand perception, and boost sales.

This post will discuss some ways you can ensure that compensation is met within your company and that you are maintaining standards as required by regulatory bodies.

Know Your Remit and Compliance GuidelinesIn the first instance, you need to be clear on what exactly you need to be compliant with, what the standards are, and what you need to aim for at all times. Understand the non-negotiables, the impact of noncompliance, and how you and each person on your team or within your company stand in terms of needing to be compliant, e.g. your front-of-house receptionist might not need to be as well versed on certain regulations as your product developer for example. In contrast, food preparation staff and servers will need to be well-versed in food handling and serving to ensure standards are met ned across the board.

Build RelationshipsTrue compliance can only be achieved if every part of your business is on board. This is everyone from your in-house teams to your external partners, such as outsourcing companies and suppliers. Anyone who is involved with your company in any way needs to be aware of and understand the compliance issues you face and how you expect standards to be met so everyone is on board and working towards the same goals and standards.

Use Compliance SoftwareEnacting standards and compliance undoubtedly comes with a mountain of paperwork and tasks to be carried out to ensure things are operating as required for you to meet standards. This can be pretty time-consuming and complex to stay on top of. Let’s look at the Global Food Safety Initiative (GFSI). Food and beverage manufacturers adhering to these compliance standards are unquestionably committed to providing better quality food and drinks to achieve and maintain excellence. However, meeting these requirements can bring about copious amounts of training, paperwork, regular audits, etc, to ensure companies are on track and not neglecting tiger responsibilities. To support easier compliance, using software that can track all activities and functions pertaining to meeting GFSI standards can enable companies to reduce the workload associated with meeting regulations and ensure everything is documented and carried out as required.

Understand Your BusinessHaving a deeper understanding of what you do, how you do it, and how things are changing and evolving in your sector means you can really grasp the challenges faced by everyone and adapt your work to ensure they are able to do what they need to legally and safely at all times.

The reality is that if you don’t understand aspects of the business or you only ensure compliance in certain parts you understand well, you are leaving yourself wide open to use in those parts you’re not clued up on. Make it your business to know the business inside and out to pursue complete compliance and adherence to the highest standards.

Know Industry Standards and Competitors TooIt’s not enough to just meet the standards set by your industry. To truly excel, you need to understand what your industry as a whole expects from everyone in it and what you, as a company, should be doing at the bare minimum. Then, look at how others are hitting these standards and regulations and what they’re doing to go above and beyond. This understanding can fuel your drive to be better and help you stay ahead of the competition.

Identify your closest competitors and analyse their approach and output. Are you meeting this? Can you meet or even exceed it? What impact will striving to be better have if you strive to be better than them? Improving standards will cost you a lot more than maintaining them, so being able to reach the exact standards set out in your industry and stay there will cost you less overtime and drastically improve what you do.

Learn From MistakesMistakes are not failures; they are opportunities for growth. If you’ve made mistakes in the past, use them as stepping stones to a better future. Be aware of what did and didn’t work, and use this information to move forward and put yourself in a better position. Whether you use it as a benchmark for improvements, for further training, or for future developments, take these failures and use them to fuel what you do and ensure you only move onwards and upwards.

Monitor and ReviewEstablishing rules and regulations to meet guidelines is not enough. It’s crucial to constantly monitor and review their impact and effectiveness. This ongoing process allows you to make necessary adjustments and adapt your operations to ensure continuous adherence to standards. Neglecting this step could mean you’re not truly enforcing what you need to be.

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Michelle Devereaux, Kennesaw State University and Chris C. Palmer, Kennesaw State University

Pop culture abounds with examples of very fast talkers. There’s the Judy Grimes character played by Kristen Wiig on “Saturday Night Live,” or that guy from the 1980s who did commercials for Micro Machines and FedEx. Of course, there are also extremely slow talkers, like the sloth in “Zootopia” and the cartoon basset hound Droopy.

Real-life fast talkers are staples in some professions. Auctioneers and sportscasters are known for their rapid delivery, though the slower commentary in golf shows there is a range for different sports.

As professors of English who study linguistic variations, we know that how fast a person speaks is a complicated phenomenon. It depends on a range of factors, including the types of words used, the language spoken, regional differences, social variables and professional needs.

Different countries, different speedsSpeech rate refers to the speed at which a speaker verbalizes “connected discourse” – essentially anything more than a sentence. It is measured by counting segments of sound and the pauses in a specific time frame. Typically, these segments are counted as syllables. Remember clapping syllables in elementary school? SYL-LA-BLES.

Linguists have discovered that humans vary their speech rate within sentences across all languages. For example, most people slow their speech down before saying nouns. Researchers have also found that languages have different speech rates when speakers read aloud. French, Spanish and Japanese were shown to have high average speech rates – with close to eight syllables spoken per second. German, Vietnamese and Mandarin exhibited slower rates – with about five syllables per second. English was in the middle, with an average rate of 6.19 syllables per second.

There is also global variation within the dialects of a language. In English, for example, one study found that New Zealanders spoke the fastest, followed by British English speakers, then Americans and finally Australians.

Stereotypes don’t hold upMany people have expectations and assumptions about different speech rates within English dialects. For example, there’s the often-observed “drawl” of those living in the U.S. South. The term drawl denotes a slower, drawn-out speaking pace. And, indeed, some research supports this perception. One study found that participants in western North Carolina spoke more slowly than participants in Wisconsin.

Other research has demonstrated that some Southerners may speak more slowly only in certain contexts – for example, they may pause more often when reading aloud. And certain elongated vowels in southern American dialects can also slow down the speech rate. This can be heard in the pronunciation of “nice” as something like “nahhce.”

Some people assume that all Southerners are slow talkers who exhibit these features. This is perhaps due, at least in part, to the perpetuation of stereotypes and caricatures in popular media, such as Cletus, the stereotyped hillbilly from “The Simpsons.”

But it’s important to recognize that language also varies within regions, including the U.S. South. For example, a study involving North Carolinians found that speakers in western and central North Carolina spoke more slowly than those in the state’s eastern and southern parts. And some North Carolinians spoke about as fast as Ohioans – suggesting the stereotype of the slow-talking Southerner doesn’t always hold up.

Age, gender and other variablesSex and gender may also influence speech rates, although results have been conflicting here, too. Some research shows that men speak faster than women, while other studies find no significant difference in speech rate between genders.

The demographic variable that seems to have the most significant and consistent impact is age. We speak slowly when we are children, speed up in adolescence and speak our fastest in our 40s. Then we slow down again as we reach our 50s and 60s.

While geography, gender and age may affect speech rates in certain cases, context plays a role as well. For example, certain professions use oral formulaic traditions, meaning there’s a framework script when performing those jobs. An average person can speak about as fast as an auctioneer – 5.3 syllables per second – when saying something they’ve said many times before.

However, auctioneers use certain patterns of speech that make it seem like they speak incredibly quickly. They have few pauses in speech and repeat the same words frequently. They also use unfamiliar phrasings and rhythms, which makes listeners have to process what was said long after the auctioneer has moved on to the next topic. And auctioneers have a constant rate of articulation – meaning they rarely stop talking.

While recognizing differences in speech rates can help people to better understand linguistic, cultural and professional identities, it also has technological and other applications. Think of how computer scientists must program Alexa and Siri to both produce and recognize speech at different rates. Speaking more slowly can also improve listening comprehension for beginner and intermediate language learners.

Perhaps the most valuable takeaway when considering speech rate variation is the fact that linguistic perceptions don’t always match up with reality. This is a perspective we often emphasize in our own work because linguistic stereotypes can lead to assumptions about a person’s background.

Recent studies of perceptions of U.S. dialects confirm that, despite variation in speech rates within regions, people persist in labeling large regions of the South as “slow” and the North and Midwest as “fast.” Moreover, these evaluations are also typically associated with negative stereotypes. Slow talkers are often assumed to be less intelligent or competent than fast talkers, while very fast talkers can be seen as less truthful or kindhearted.

There is no inherent connection between the rate of speech and levels of intelligence, truthfulness or kindness. Language use differs for all sorts of reasons, and differences are not deficiencies.

Michelle Devereaux, Professor of English and English Education, Kennesaw State University and Chris C. Palmer, Professor of English, Kennesaw State University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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What does inclusive leadership look like? Artist and TED Fellow Constance Hockaday shares how the captain of a trans-Atlantic community raft taught her how to voice her hopes and desires, inspiring a vision of possibility for the future. Hockaday calls for mentors everywhere to step up and invites aspiring leaders to answer one crucial question in order to unlock their agency and power.

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As a fleet manager, one of your biggest challenges might be ensuring that company vehicles are used strictly for business purposes. Personal use of fleet vehicles can lead to increased fuel costs, higher maintenance expenses, and unnecessary wear and tear.

Fortunately, with advanced fleet monitoring systems, you can effectively track and manage the private use of company vehicles, ensuring that your fleet operates efficiently and within policy guidelines.

Understanding the Importance of MonitoringMonitoring the private use of fleet vehicles is crucial for several reasons. First and foremost, it helps control operational costs.

When employees use company vehicles for personal errands, it results in additional fuel consumption and increased mileage, which can lead to higher maintenance and repair costs.

By keeping a close eye on vehicle usage, you can minimize these unnecessary expenses.

Additionally, monitoring vehicle usage helps ensure compliance with company policies and legal regulations. Many businesses have strict guidelines regarding the use of fleet vehicles, and any deviation from these rules can result in penalties or legal issues.

Implementing Fleet Monitoring SystemOne of the most effective ways to monitor private use of fleet vehicles is through gps fleet monitoring systems. These systems provide real-time data on vehicle location, usage patterns, and driver behavior.

By installing GPS trackers in your fleet, you can gather detailed information on how and when your vehicles are used.

GPS monitoring systems allow you to set up geofences, which are virtual boundaries around specific areas.

If a vehicle enters or exits these boundaries outside of working hours, you’ll receive an instant alert. This feature is particularly useful for identifying unauthorized use of vehicles.

Benefits of Tracking Personal UseThere are numerous benefits to tracking the personal use of company vehicles. Firstly, it helps reduce fuel costs.

By ensuring that vehicles are only used for business purposes, you can significantly cut down on fuel expenses.

Secondly, monitoring private use can lead to lower maintenance costs. When vehicles are used strictly for business purposes, there is less wear and tear, resulting in fewer repairs and longer vehicle lifespans.

Moreover, tracking vehicle usage can improve driver accountability. When employees know that their vehicle usage is being monitored, they are less likely to use company vehicles for personal errands.

This increased accountability can lead to better driving habits and a more professional attitude toward vehicle use.

Best Practices for Implementing MonitoringWhen implementing fleet monitoring, it’s crucial to communicate clearly with employees about the purpose and benefits of the system, ensuring they understand it aims to improve fleet management and reduce costs, not to invade their privacy.

Establish clear guidelines for vehicle use, communicate these policies effectively, and monitor vehicle usage only during business hours to respect personal time.

Use the data collected responsibly for enhancing fleet efficiency rather than micromanaging employees, fostering a culture of accountability and professionalism.

ConclusionMonitoring the private use of fleet vehicles is essential for maintaining an efficient and cost-effective operation.

By implementing advanced fleet monitoring systems, you can track vehicle usage in real-time, reduce fuel and maintenance costs, and ensure compliance with company policies.

Effective communication and clear policies will help address privacy concerns and foster a culture of accountability among your drivers. With these measures in place, you can enhance the overall efficiency and professionalism of your fleet management practices.

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Casey Fiesler, University of Colorado Boulder

As public concern about the ethical and social implications of artificial intelligence keeps growing, it might seem like it’s time to slow down. But inside tech companies themselves, the sentiment is quite the opposite. As Big Tech’s AI race heats up, it would be an “absolutely fatal error in this moment to worry about things that can be fixed later,” a Microsoft executive wrote in an internal email about generative AI, as The New York Times reported.

In other words, it’s time to “move fast and break things,” to quote Mark Zuckerberg’s old motto. Of course, when you break things, you might have to fix them later – at a cost.

In software development, the term “technical debt” refers to the implied cost of making future fixes as a consequence of choosing faster, less careful solutions now. Rushing to market can mean releasing software that isn’t ready, knowing that once it does hit the market, you’ll find out what the bugs are and can hopefully fix them then.

However, negative news stories about generative AI tend not to be about these kinds of bugs. Instead, much of the concern is about AI systems amplifying harmful biases and stereotypes and students using AI deceptively. We hear about privacy concerns, people being fooled by misinformation, labor exploitation and fears about how quickly human jobs may be replaced, to name a few. These problems are not software glitches. Realizing that a technology reinforces oppression or bias is very different from learning that a button on a website doesn’t work.

As a technology ethics educator and researcher, I have thought a lot about these kinds of “bugs.” What’s accruing here is not just technical debt, but ethical debt. Just as technical debt can result from limited testing during the development process, ethical debt results from not considering possible negative consequences or societal harms. And with ethical debt in particular, the people who incur it are rarely the people who pay for it in the end.

Off to the racesAs soon as OpenAI’s ChatGPT was released in November 2022, the starter pistol for today’s AI race, I imagined the debt ledger starting to fill.

Within months, Google and Microsoft released their own generative AI programs, which seemed rushed to market in an effort to keep up. Google’s stock prices fell when its chatbot Bard confidently supplied a wrong answer during the company’s own demo. One might expect Microsoft to be particularly cautious when it comes to chatbots, considering Tay, its Twitter-based bot that was almost immediately shut down in 2016 after spouting misogynist and white supremacist talking points. Yet early conversations with the AI-powered Bing left some users unsettled, and it has repeated known misinformation.

When the social debt of these rushed releases comes due, I expect that we will hear mention of unintended or unanticipated consequences. After all, even with ethical guidelines in place, it’s not as if OpenAI, Microsoft or Google can see the future. How can someone know what societal problems might emerge before the technology is even fully developed?

The root of this dilemma is uncertainty, which is a common side effect of many technological revolutions, but magnified in the case of artificial intelligence. After all, part of the point of AI is that its actions are not known in advance. AI may not be designed to produce negative consequences, but it is designed to produce the unforeseen.

However, it is disingenuous to suggest that technologists cannot accurately speculate about what many of these consequences might be. By now, there have been countless examples of how AI can reproduce bias and exacerbate social inequities, but these problems are rarely publicly identified by tech companies themselves. It was external researchers who found racial bias in widely used commercial facial analysis systems, for example, and in a medical risk prediction algorithm that was being applied to around 200 million Americans. Academics and advocacy or research organizations like the Algorithmic Justice League and the Distributed AI Research Institute are doing much of this work: identifying harms after the fact. And this pattern doesn’t seem likely to change if companies keep firing ethicists.

Speculating – responsiblyI sometimes describe myself as a technology optimist who thinks and prepares like a pessimist. The only way to decrease ethical debt is to take the time to think ahead about things that might go wrong – but this is not something that technologists are necessarily taught to do.

Scientist and iconic science fiction writer Isaac Asimov once said that sci-fi authors “foresee the inevitable, and although problems and catastrophes may be inevitable, solutions are not.” Of course, science fiction writers do not tend to be tasked with developing these solutions – but right now, the technologists developing AI are.

So how can AI designers learn to think more like science fiction writers? One of my current research projects focuses on developing ways to support this process of ethical speculation. I don’t mean designing with far-off robot wars in mind; I mean the ability to consider future consequences at all, including in the very near future.

This is a topic I’ve been exploring in my teaching for some time, encouraging students to think through the ethical implications of sci-fi technology in order to prepare them to do the same with technology they might create. One exercise I developed is called the Black Mirror Writers Room, where students speculate about possible negative consequences of technology like social media algorithms and self-driving cars. Often these discussions are based on patterns from the past or the potential for bad actors.

Ph.D. candidate Shamika Klassen and I evaluated this teaching exercise in a research study and found that there are pedagogical benefits to encouraging computing students to imagine what might go wrong in the future – and then brainstorm about how we might avoid that future in the first place.

However, the purpose isn’t to prepare students for those far-flung futures; it is to teach speculation as a skill that can be applied immediately. This skill is especially important for helping students imagine harm to other people, since technological harms often disproportionately impact marginalized groups that are underrepresented in computing professions. The next steps for my research are to translate these ethical speculation strategies for real-world technology design teams.

Time to hit pause?In March 2023, an open letter with thousands of signatures advocated for pausing training AI systems more powerful than GPT-4. Unchecked, AI development “might eventually outnumber, outsmart, obsolete and replace us,” or even cause a “loss of control of our civilization,” its writers warned.

As critiques of the letter point out, this focus on hypothetical risks ignores actual harms happening today. Nevertheless, I think there is little disagreement among AI ethicists that AI development needs to slow down – that developers throwing up their hands and citing “unintended consequences” is not going to cut it.

We are only a few months into the “AI race” picking up significant speed, and I think it’s already clear that ethical considerations are being left in the dust. But the debt will come due eventually – and history suggests that Big Tech executives and investors may not be the ones paying for it.

Casey Fiesler, Associate Professor of Information Science, University of Colorado Boulder

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Creating a resilient e-commerce business means being prepared for change and equipped to handle whatever comes your way. It’s a mix of smart planning, embracing technology, and truly understanding your customers.

Let’s dive into some practical strategies to help your e-commerce venture thrive!

Know Your Market and Audience

First off, truly understanding your market is essential. Dive deep into market research to pinpoint who your customers are, what they like, and how they shop.

If your e-commerce store is on Shopify, you can utilize handy tools like OwlMix, with its helpful Shopify app recommendations, to help you analyze customer data and gain insights into their preferences. This knowledge will help you tailor your products and marketing efforts to better meet their needs.

Optimize Your Website

Your website serves as the digital face of your business. Ensuring it is fast, visually appealing, and user-friendly can significantly impact your success. Start with a clean and modern design that reflects your brand’s identity. Navigation should be intuitive, allowing customers to find products easily without unnecessary clicks.

Speed is crucial; a sluggish website can drive potential customers away in frustration. Optimize your images and use a reliable hosting service to improve load times. Tools like Google PageSpeed Insights can help identify areas for improvement. Regularly test your site’s performance and make necessary adjustments.

Mobile optimization is another key aspect. With a growing number of customers shopping on their smartphones, your site must be mobile-friendly. Ensure that your site looks and functions well on all devices. Implementing a responsive design can automatically adjust the layout based on the screen size, providing a seamless experience across all devices.

Embrace Technology and Automation

Incorporating technology and automation into your operations can greatly enhance efficiency and scalability. Automate routine tasks such as inventory management, order processing, and customer support to save time and reduce human error. This allows your team to focus on more strategic activities that drive growth.

Inventory management software can keep track of stock levels, predict demand, and alert you when it’s time to reorder. This helps avoid overstocking or running out of popular items. Order processing automation ensures that orders are accurately and quickly fulfilled, improving customer satisfaction and reducing the chance of errors.

Customer support is another area where automation can be beneficial. Implement chatbots to handle common queries and provide instant responses. This ensures customers receive timely assistance even outside of business hours. For more complex issues, chatbots can direct customers to human agents, ensuring a smooth transition.

Diversify Your Sales Channels

Relying solely on one sales channel can leave your business vulnerable to fluctuations and unforeseen changes. Expanding your reach by selling on multiple platforms can mitigate this risk. If you don’t already have a fully-fledged online store, you could start by listing your products on popular e-commerce marketplaces like Amazon and eBay. These platforms have a large customer base and can significantly increase your visibility.

Social media is another powerful sales channel. Platforms like Facebook, Instagram, and Pinterest offer shopping features that allow customers to purchase directly through social media. This not only broadens your audience but also taps into the growing trend of social commerce.

Exploring physical sales avenues can also be beneficial. Pop-up shops, for example, can create a buzz and attract new customers. Collaborating with local retailers to feature your products in their stores can further diversify your sales channels.

Diversification provides a buffer if one channel underperforms or faces disruptions. It also allows you to reach different customer segments, enhancing your overall resilience.

Prioritize Data Security

In the e-commerce world, protecting customer data is non-negotiable. With cyber threats constantly evolving, it’s crucial to invest in robust security measures to safeguard your customers’ personal and financial information.

Start with encryption—this ensures that data transmitted between your website and customers remains confidential. Implement secure payment gateways that comply with industry standards like PCI DSS. Regularly conducting security audits helps identify and address vulnerabilities before they can be exploited.

Additionally, consider adopting two-factor authentication (2FA) for customer accounts to add an extra layer of protection. Educate your customers about the importance of creating strong, unique passwords and being vigilant against phishing attempts.

By prioritizing data security, you not only protect your business from potential breaches but also build trust and credibility with your customers. This trust is invaluable, as it encourages repeat business and positive word-of-mouth.

Plan for the Future

Long-term planning is a cornerstone of building a resilient e-commerce business. Start by setting clear, achievable business goals. Whether it’s expanding your product line, entering new markets, or improving customer retention, having well-defined objectives provides direction and purpose. Develop strategic plans to achieve these goals, outlining specific actions, timelines, and resources needed.

Regularly review and update your plans to reflect changes in the market and your business environment. This might involve analyzing new market trends, assessing the competitive landscape, or re-evaluating your internal capabilities. Flexibility is key; being able to adapt your strategy based on real-time data and feedback ensures you stay relevant and competitive.

In Brief

By implementing these strategies, you can create a resilient e-commerce business that not only survives but thrives. Resilience is about preparation, adaptability, and continuous improvement. With the right approach, your e-commerce venture can handle any challenges and emerge stronger than ever.

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In today’s highly competitive business landscape, staying agile and responsive to market needs is more important than ever. One of the most powerful tools that modern organizations can leverage to achieve this is the Application Programming Interface, commonly known as an API. By facilitating seamless interactions between disparate software systems, APIs are unlocking new opportunities and driving business success in ways that were previously unimaginable.

Streamlining Operations with APIsGone are the days when finding solutions required monumental efforts to integrate varied software platforms. Today, with the rise of APIs, businesses can effortlessly connect different services and applications to streamline operations. Whether you’re looking to integrate customer relationship management (CRM) systems with email marketing tools, or find a person in a vast database with just a few clicks, APIs make it possible to achieve these tasks with speed and accuracy.

In essence, APIs act as intermediaries that allow applications to communicate with one another. They can fetch data from a server, send information back, or even trigger various actions across multiple platforms. This capability not only saves time but also reduces the complexity associated with software ecosystems, resulting in more efficient operations.

Enhancing Customer ExperienceOne of the top priorities for businesses today is to provide an exceptional customer experience. APIs can significantly enhance this by enabling personalization and real-time interactions. For instance, e-commerce companies use APIs to integrate payment gateways, logistics services, and even customer support systems seamlessly.

Imagine you are shopping online and you encounter an issue with your order. An integrated API could connect the e-commerce platform with the customer service chat, pulling up your order details instantly and resolving the issue in a fraction of the time it would have taken otherwise. This level of service is not only appreciated by customers but also encourages repeat business, thereby driving revenue growth.

Fostering InnovationInnovation is the lifeblood of any thriving business, and APIs are playing a crucial role in fostering it. By providing a standardized framework for developers to build on, APIs allow for easy incorporation of new technologies and services. This agility enables companies to rapidly experiment with new ideas without having to rebuild systems from the ground up.

For instance, the rise of IoT (Internet of Things) has brought about numerous opportunities for innovation. APIs are instrumental in connecting various IoT devices, making it easier for companies to gather data, analyze trends, and make informed decisions. This proactive approach to innovation can offer a significant competitive advantage in a crowded market.

Expanding Market ReachAnother noteworthy advantage of APIs is their ability to facilitate partnerships and collaborations. By opening up their APIs to third parties, businesses can create an ecosystem of complementary services that enhance the core offering. This can lead to new revenue streams and expanded market reach.

Take the example of the travel industry. Companies like airlines, hotels, and car rental services often collaborate using APIs to offer bundled packages. This not only provides added convenience for customers but also opens up opportunities for businesses to tap into new customer bases that might have been difficult to reach otherwise.

Ensuring Data SecurityWhile the benefits of APIs are numerous, it’s also essential to address the aspect of data security. With the right security measures in place, APIs can offer robust protection for sensitive information. Authentication mechanisms, such as OAuth and API keys, control who can access the API, thereby minimizing the risk of unauthorized access.

Furthermore, secure APIs can help in maintaining compliance with various regulatory standards, such as the General Data Protection Regulation (GDPR) or the Health Insurance Portability and Accountability Act (HIPAA). Companies that prioritize secure API development can safeguard customer trust while reducing the risk of data breaches.

Cost-Efficiency and ScalabilityAPIs are not just about connectivity; they also offer cost-efficiency and scalability. Traditional methods of software integration often involve significant investments in both time and resources. APIs, on the other hand, provide a more cost-effective solution by utilizing existing infrastructure. This allows businesses to scale their operations smoothly without incurring exorbitant costs.

Moreover, the reusable nature of APIs means that once an API is developed, it can be leveraged for various purposes across different projects. This reduces redundancy and maximizes the return on investment.

ConclusionIn a digital age where agility and efficiency are paramount, APIs stand out as a vital tool for unlocking opportunities and driving business success. From streamlining operations and enhancing customer experience to fostering innovation and ensuring data security, the advantages of APIs are multifaceted and far-reaching. As companies continue to embrace digital transformation, the strategic use of APIs will undoubtedly play a pivotal role in shaping the future of business.

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The customer service landscape is undergoing a dramatic transformation, courtesy of technology advancements and changing consumer expectations. Modern businesses must adapt swiftly to remain competitive, offering service that is not only responsive but anticipatory. Whether you’re overhauling your current practices or starting from scratch, the playbook for customer service excellence has new rules. In this article, we will explore five pivotal strategies that can redefine your customer service and set your business apart.

Embracing Technology for Enhanced Customer Service InteractionsIntegrating the latest technological solutions is fundamental to modernizing customer service. Chatbots, artificial intelligence, and machine learning can provide quick responses to common queries, freeing up human agents to handle more complex issues. This blend of human touch and technological efficiency can dramatically improve customer experience. Additionally, the use of video conferencing and collaborative interfaces helps personalize interactions and resolve issues more effectively.

Advancements in CRM systems allow for better tracking of customer interactions across various touchpoints. Firms can analyze this data to understand customer behavior and preferences, leading to more targeted and meaningful communication. Moreover, the smooth integration of technology ensures consistent service quality regardless of the customer’s choice of communication channel. From social media to email, the transition should be seamless.

Part of this tech-driven approach includes digital customer service, which streamlines support across digital channels and provides convenience to customers. This digital-first mindset caters to the growing number of consumers who expect instant access to service through their preferred digital platforms. Companies that adopt these technologies show a commitment to staying at the forefront of customer service trends.

Implementing Omnichannel Support To Meet Customers Where They AreOmnichannel support is the cornerstone of a modern customer service strategy. It ensures a cohesive and unified experience for customers, irrespective of the platform they choose to use. Having a centralized view of all customer interactions ensures consistency and informed support, providing a significant boost to customer satisfaction levels.

Moreover, this approach acknowledges and respects the customer’s time by allowing them to pick up the conversation from where they left off, regardless of the channel. It reduces the frustration associated with repeating the same information multiple times to different agents or through various platforms. An effective omnichannel strategy encompasses not only traditional channels, like phone and email, but also social media, live chat, and text messaging.

Beyond convenience for customers, omnichannel support provides businesses with a wealth of data that can be used to refine marketing and sales strategies. Understanding customer journeys across platforms can highlight opportunities for improvement and optimization in customer service processes. Tailoring experiences to individual customers’ preferences can ultimately drive higher loyalty and brand advocacy.

Utilizing Customer Service Automation for Efficiency and PersonalizationCustomer service automation is rapidly transitioning from a luxury to a necessity. Automated systems ensure that the customer receives instantaneous assistance, providing answers to common questions and streamlining the resolution process. Automation tools, when configured appropriately, can also deliver personalized responses by pulling from the customer’s previous interactions and preferences.

IFTTT (If This Then That) protocols and AI-powered decision-making trees guide customers through a self-help journey, reducing the need for live agents in basic scenarios. This decreases wait times and increases the overall efficiency of the customer service department. However, it’s critical to maintain an option for live human interaction, as complex or sensitive issues may require a personalized touch.

In the realm of personalization, automation tools can generate customer insights that lead to more bespoke service delivery. By understanding specific customer needs and behavior patterns, businesses can automate certain responses or actions that feel tailor-made for the individual, enhancing the customer experience and deepening the relationship with the brand.

Altogether, modernizing customer service requires a holistic approach that merges technological advancement with human empathy. Focusing on omnichannel support, automation, training, and data analytics can create a customer service model that is both efficient and warmly personal. By implementing these strategies, businesses are well-equipped to exceed customer expectations and build lasting relationships. Overall, the synergy of technology and tailored human connection is the golden key to unlocking superior customer service in the modern age.

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Many artificial intelligence researchers expect AI to outsmart humans at all tasks and jobs within decades, enabling a future where we’re restricted only by the laws of physics, not the limits of our intelligence. MIT physicist and AI researcher Max Tegmark separates the real opportunities and threats from the myths, describing the concrete steps we should take today to ensure that AI ends up being the best — rather than worst — thing to ever happen to humanity.

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Morgana Bailey has been hiding her true self for 16 years. In a brave talk, she utters four words that might not seem like a big deal to some, but to her have been paralyzing. Why speak up? Because she’s realized that her silence has personal, professional, and societal consequences. In front of an audience of her co-workers, she reflects on what it means to fear the judgment of others, and how it makes us judge ourselves.

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The courier industry is always changing, and 2024 is only the start of a number of exciting advancements within this business sector. The latest trends and advancements are reshaping the way courier businesses work and their capacity for serving businesses and individuals.

Let’s take a deeper look into the latest courier trends and advancements going into the end of 2024 and beyond.

Automation of Parcel Sorting

Sorting parcels into the correct area of the warehouse or sorting facility is a time-consuming and laborious task, but it’s necessary for organised shipment operations. Thankfully, the automation of parcel sorting has been made possible with the latest advancements in automation technologies and software programmes within the courier industry.

Warehouses and sorting facilities can now automate the distribution of parcels to the correct places before sending them out for delivery, either by using automation software or adopting the use of robots and automated guided vehicles (AGVs). Not only is this much quicker but it’s a lot more accurate than manual parcel sorting, reducing the chance of errors and unhappy customers.

Enhanced Parcel Tracking Capabilities

Consumers want to know where their packages are at all stages after placing their orders. To meet these demands, courier companies are now investing in advanced tracking software that enables customers to monitor the progress of their packages in real-time.

Enhanced tracking capabilities allow couriers like Florida Couriers, which you can learn more about at floridacouriers.com, to operate with more transparency and honesty with consumers. This boosts customer satisfaction and helps to minimise the risk of package losses or theft.

Artificial Intelligence

Artificial intelligence (AI) has enabled companies within the courier industry to advance significantly and has transformed the way delivery companies operate both inside the fulfilment centre and on the roads. AI algorithms can streamline inventory management and optimise delivery routes in real time or ensure maximum efficiency.

Courier companies can also use AI algorithms to analyse large sets of data and organise customer information according to specific criteria. In turn, they can enhance their operational efficiency and ensure every delivery arrives at its destination on time.

Customisable Delivery Options

Personalisation is key to customer satisfaction nowadays. Customers want to be able to choose when, where, and how their products are delivered.

Courier companies are now offering more customisable delivery options, including specific locations, delivery timeframes, and special delivery instructions. Offering a more personalised service enables customers to cater their deliveries accessing to their schedules and preferences.

Enhanced Security Measures

With the rise in package theft and loss, courier companies are investing in top-notch security equipment to minimise financial losses and reputation damage. They are now implementing advanced security measures that ensure the safety of the goods they ship to their customers.

Examples of such security measures include tamper-evident packaging, real-time parcel tracking software, and secure lockers where parcels remain locked until the recipient picks them up.

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Think about when homes were simple spaces just to accommodate people with the least necessities and eye-catching interiors. Or those gorgeous castles that are now some of the touristic destinations but once were the homes of people who were ruling a country. Compare those with our modern houses decorated with stunning furniture created for comfort and functionality. Do you know what is the main link between all of these? They all at some point have been called a Home, sweet home.

Our love for the place where we live has always been significant, and we never wanted to spare a penny to enhance the comfort or design of our houses, apartments, and for some of us…mansions. However, many things have changed through time according to the human needs. Of course, this and many other trends increased the pricing of housing markets. Taking the example of New York, we see that in the past less than 20 years, those prices have increased by 44%. Let’s agree, it’s a significant record or pricing change.

One of the reasons why housing is getting more expensive and less affordable is the investment size homeowners input. We do not build some living spaces but smart homes with all the necessary equipment and maximum comfort. This article explains other details about the changes through time.

What is in common with the world’s top beautiful houses?From countryside estates to sleek urban dwellings, the top 10 most beautiful houses in the world tend to share a few key traits beyond just opulence and square footage. Whether traditional manors or avant-garde architectural masterpieces, these breathtaking properties all exude an undeniable sense of thoughtful design vision.

Take the interiors, for instance. While the specific aesthetic may range from palatial grandeur to minimalist chic, top-tier spaces universally prioritize careful curation and well-thought-out details. Custom handcrafted textiles and museum-worthy furnishings shape environments that feel intentional and harmonious down to the finest appointments. Even contemporary spaces shun bland minimalism in favor of rich materiality – imagine seamless marble slabs, burnished bronzes, and warmly figured hardwoods and the same holistic devotion carries through to the exteriors as well.

I vividly remember the first time being hosted at a gorgeous contemporary home belonging to a wealthy friend’s family. From the approach, the structure appeared deceptively modest – a low-slung stucco compound blending into Southwestern desert surroundings. But venture inside, and transcendent space after transcendent space unfolded like an architectural fan. Every angle revealed freshly curated vignettes and unexpected delights for the senses.

We rent rather than buyGiven the rising costs of homeownership these days, it’s little wonder that prioritizing renting over buying has become the new normal for millions around the globe. With property prices skyrocketing in most major cities, outright purchasing simply isn’t feasible for all but the ultra-wealthy elite.

The data underscores this rental renaissance in stark numbers. In the U.S., around 35% of households were renter-occupied, according to data – a 30-year high reflecting the crunch of low housing inventory and soaring purchase prices. In New York City and Los Angeles, that rental rate hovers well above 60% given the extreme unaffordability. Even historically homeowner-centric nations like Singapore have seen rental demand spike in recent years.

Of course, plenty of this renter influx comes from younger generations resigned to possibly never being able to buy their own properties. With median home values in lifestyle hubs like Toronto, Hong Kong, Sydney, and London now costing upwards of 10-20x local household incomes, fading homeownership dreams are pushing more early-career folks into indefinite renting situations out of necessity.

Priorities have changed: Back to Quiet AreasAfter decades of continuous urban growth and density, we’re witnessing a resurgence of people reprioritizing quieter, more restful residential environments away from downtowns and busy parts of the cities. Often motivated by compromised qualities of life – from pollution to noise to safety concerns – an emerging class of homebuyers and renters now consciously seeks out neighborhoods emphasizing the need for a peaceful environment.

This “quiet luxury” lifestyle movement has hugely influenced the residential real estate landscape in recent years. Once-sleepy suburban townships have rapidly gentrified into premium housing centers attracting professionals, downsizers, and young families who prioritize health and high quality of life over showing off their wealth and social status.

And yes, quality of life factors has become the prime homebuying driver once more. Prioritizing physical and mental wellness over short-term conveniences exemplifies our cultural shift back towards valuing personal needs – however far from the madding crowd, we can reasonably retreat. For a world progressively stuck in a 24/7 hustle, the growing appeal of homing in on quiet abodes is our wisest adaptation yet. At least I think so, and this is for good, because talking to many friends and colleagues, the one thing I realize is that people feel happier when they find peace at their homes after a busy and stressful day.

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In today’s competitive business landscape, customer satisfaction has emerged as a critical factor in determining a company’s success and longevity. Businesses that prioritize customer satisfaction are more likely to foster loyalty, encourage positive word-of-mouth, and drive growth. One of the most effective ways to gauge customer satisfaction is through the Customer Satisfaction Score (CSAT).

This metric provides valuable insights into how customers perceive their experiences with a company, helping businesses identify areas for improvement. By implementing NICE solutions, businesses can effectively measure and enhance their CSAT scores, leading to sustained growth and success.

Understanding Customer Satisfaction and CSATCustomer satisfaction is how much a company’s products or services either meet or go beyond the expectations customers have towards them. It reflects the customer’s overall experience with an organization and is essential for customer retention and brand loyalty. Satisfied clients will make repetitive purchases and refer the company to others, increasing revenue and market share.

CSAT is a common metric used to measure customer satisfaction. Clients are asked to rate their experiences on a scale, usually from 1 to 5. The score itself is obtained by dividing the number of satisfied customers (those who give a rating of 4 or 5) by the total respondents and multiplying by 100 to give a percentage. High CSAT scores indicate high levels of customer satisfaction, while low ones signal areas that need improvement.

Measuring CSAT ScoresTo measure CSAT scores effectively, businesses need to create customer surveys that are easy to complete and yield meaningful insights. Here are some important steps businesses should take:

1. Survey Design: Create a short survey that covers different areas of customer experience, such as the quality of products and services offered by the company. Let responses be simple (for instance, one may use a rating scale where 1 stands for poor while 5 means excellent).
2. Survey Distribution: Send out surveys through various channels, including email, SMS, and in-app notifications, to reach as many people as possible. Timing is key; sending them shortly after sales or customer service interactions would generate more accurate results.
3. Data Collection: Collect and analyze the survey responses to calculate the CSAT score. Pay attention to trends and patterns in the data, as these can provide insights into specific areas of the customer experience that need improvement.
4. Feedback Implementation: Use the feedback to make data-driven decisions and implement changes that address customer concerns. Regularly monitor CSAT scores to track these changes’ impact and continue refining your approach.

Improving CSAT ScoresImproving CSAT scores requires a proactive approach to enhancing the overall customer experience. Here are some strategies to consider:

• Prioritize Customer Service: Excellent customer service is a cornerstone of customer satisfaction. Train your customer service team to handle inquiries and complaints efficiently and empathetically. Encourage them to go above and beyond to resolve issues and ensure customers feel valued.
• Enhance Product Quality: Ensure your products meet high-quality standards and consistently deliver on their promises. Gather product performance feedback and address recurring issues to prevent customer dissatisfaction.
• Streamline Processes: Simplify and streamline customer-facing processes, such as purchasing, returns, and support. A smooth and hassle-free experience can significantly boost customer satisfaction.
• Personalize Interactions: Personalization can make customers feel more appreciated and understood. Use customer data to tailor interactions, offers, and communications to individual preferences and needs.
• Act on Feedback: Show customers that their feedback is valued by making tangible improvements based on their suggestions. Communicate these changes to customers, demonstrating that their opinions matter and the company is committed to their satisfaction.

ConclusionIn conclusion, customer satisfaction is vital to business growth and success. By effectively measuring and improving CSAT scores, companies can gain valuable insights into the customer experience and identify areas for enhancement. Prioritizing customer service, product quality, and streamlined processes, while personalizing interactions and acting on feedback, can lead to higher CSAT scores and, ultimately, a more loyal and satisfied customer base.

As businesses continue to navigate the complexities of the modern market, focusing on customer satisfaction will remain a critical factor in achieving sustained growth and competitive advantage. Through dedicated efforts and the right strategies, companies can ensure that their customers stay satisfied and become advocates for their brand.

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Blockchain technology is disrupting various different industries, but its true potential lies in its ability to connect different networks seamlessly. This connection, known as blockchain interoperability, is transforming the way we think about efficiency and collaboration. By enabling different blockchains to communicate with each other, we are witnessing a new era of innovation and effectiveness. Here, we will explore how breakthroughs in blockchain interoperability are driving greater efficiency across various sectors.

Enhanced Supply Chain Management

Blockchain interoperability is revolutionizing supply chain management by creating a transparent and traceable system. Traditional supply chains often suffer from inefficiencies due to a lack of visibility and communication between different parties. With blockchain, each participant can access a shared ledger, ensuring that all transactions and movements are recorded in real time.

For instance, a product’s journey from the manufacturer to the retailer can be tracked seamlessly across different blockchains. This transparency lowers the risk of errors, and leads to cost savings and improved efficiency. Companies can quickly identify bottlenecks and optimize their processes, resulting in faster delivery times and better customer satisfaction.

Streamlined Financial Services

Blockchain interoperability is making waves in the financial sector by streamlining processes and reducing costs. Financial institutions often deal with complex transactions that involve multiple parties and currencies. Traditional systems can be slow, costly, and prone to errors, but blockchain offers a solution.

Interoperable blockchains allow for the seamless transfer of assets and information between different financial networks. For example, cross-border payments can be executed more quickly and securely. This connectivity is also crucial in mobile app development, where financial applications need to interact with various blockchain networks to provide users with real-time information and services. By leveraging blockchain interoperability, financial institutions can offer faster, cheaper, and more reliable services to their customers.

Simplified Asset Tokenization

Asset tokenization is one of the most promising applications of blockchain technology, and interoperability is playing a crucial role in its success. Tokenization involves converting physical and digital assets into blockchain-based tokens, making it easier to trade and manage them. This process opens up new opportunities for investors and businesses, but it also requires different blockchains to work together seamlessly.

Imagine owning some real estate that has been tokenized on a blockchain. To trade this asset efficiently, the blockchain needs to communicate with other networks, such as those used by financial institutions or property management systems. The tokenization of assets simplifies this process by enabling smooth interactions between different blockchains, ensuring that transactions are executed quickly and securely.

Interoperability stands out as the key enabler. It allows for the integration of various platforms and services, making it easier for businesses to manage their tokenized assets. Whether it’s real estate, art, or even intellectual property, the ability to move these assets across different networks without friction is transforming how we think about ownership and investment.

Revolutionizing Healthcare

Blockchain interoperability is creating significant advancements in the healthcare industry by facilitating secure and efficient data sharing. The healthcare world generates vast amounts of sensitive data, and the ability to share this information securely across different systems is crucial for improving patient care.

With interoperable blockchains, medical records can be shared seamlessly between hospitals, clinics, and other healthcare providers. This means that a patient’s history, treatments, and test results can be accessed by authorized personnel, regardless of which system the data was originally stored in. This connectivity not only speeds up the process of obtaining critical information but also ensures that it remains secure and tamper-proof.

In addition, interoperability in blockchain technology enables more effective research collaboration. By providing different researchers with access to a broader pool of anonymized data, it helps in advancing medical research and developing new treatments. Blockchain interoperability is, therefore, a cornerstone of the future of healthcare, driving efficiency and innovation while maintaining the highest standards of data security.

Integrating Internet of Things (IoT)

The integration of blockchain interoperability with the Internet of Things (IoT) is unlocking new levels of efficiency and automation. IoT devices generate a massive amount of data that needs to be processed and acted upon in real-time. Blockchain technology creates a secure and decentralized way to manage this data, but interoperability is essential for maximizing its potential.

Interoperable blockchains allow IoT devices from different manufacturers and networks to communicate and transact with each other securely. For example, in a smart city, various IoT devices like traffic lights, energy meters, and surveillance cameras can interact seamlessly. This connectivity ensures that data flows efficiently between devices, enabling better coordination and decision-making.

In industries like manufacturing, blockchain interoperability enhances the efficiency of supply chain management by providing real-time tracking and verification of goods. The combination of IoT and blockchain interoperability is driving significant improvements in operational efficiency and cost savings.

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The business landscape can be a challenging environment to be a part of sometimes. You always have someone who is fighting for your time and attention and a lot of to-dos on your plate.

You must avoid getting stuck in one place for too long. Instead, it’s important that you’re always looking for ways to do better and improve. Now is the perfect opportunity to head back to the drawing board and make some changes to your approach. Learn about some business tips and ideas that will help you succeed.

Implement Marketing StrategiesYou can’t launch a company and expect people to know about it right away. You need ways to attract the right types of leads to your business. Therefore, you will want to make sure that you implement a variety of marketing strategies. Come up with both online and offline ways to get your message in front of your target market. Avoid using generalized marketing tactics and try to make your communications more personal. You must come up with marketing goals and have a plan for measuring your progress. Now is your chance to get creative and try some new and different marketing tactics.

Keep A Comfortable Workspace & EnvironmentYou want to make sure that your employees are happy working for you. This means putting the health and safety of your staff first. Therefore, you will want to create a comfortable workspace and environment for them to be a part of. It’s especially important if you work in a line of work such as manufacturing where you are dealing with a lot of heavy equipment and machinery. If this is the case, then you’ll want to look into investing in some industrial fans for your warehouses. This will help keep the air flowing and will keep your workers cool and productive. You should also have proper storage solutions in place and the right lighting to help improve your workplace environment.

Invest in Employee Training & Professional DevelopmentYou want to make sure that your employees know how to perform their jobs right and well. This will entail investing in employee training and professional development opportunities. It’s also a great strategy that you can use to better retain your talent. You can use it as a chance to go over logistics and properly train your employees so they can stay safe on the job. It’s everyone’s chance to enhance skills and boost productivity. Your employees will appreciate the fact that you are investing in them and want to see them perform better in the workplace.

Focus on & Improve Customer SatisfactionAnother important aspect of your business has to do with your customers. You want to make sure that you are meeting their needs and that they feel satisfied with your products or services. Train your customer support team so they know how to manage and address a wide range of questions and concerns. Be proactive and gather feedback from your customers to get a better idea of how you are performing. Your goal should be to build trust with your customers so that they turn into repeat and loyal business for you. Treat your customers right and fairly if you want them to keep spending their money with your business.

Identify A Business MentorBeing a business owner and entrepreneur isn’t always an easy job. You may have a lot of questions and ideas on your mind on any given day. Therefore, it will be helpful to identify a business mentor for yourself. It’s a chance to gather tips and advice as to what you can do better in your role. For example, they can share with you how to run a more efficient business. They will likely have valuable insights for you that will make you a more effective business leader. Listen to what they have to say and explore mistakes they made in their career so you can avoid making the same ones in the workplace. A business mentor can be a good sounding board for you and they will continue to keep you challenged as a business owner.

ConclusionYou’re not likely to find overnight success as a business owner. You must be willing to make an effort and put in the hard work it will take to thrive. These are some business tips and ideas that will help get you pointed and started in the right direction. Stick with your new approach and it won’t be long before you notice that your new tactics are paying off. This way you can give yourself a better chance of excelling and finding long-term success with your company.

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In the dynamic landscape of contemporary leadership, the philosophy of servant leadership has emerged as a transformative catalyst for holistic organizational development.

As we venture deeper into the exploration of this philosophy, we uncover its profound impact on fostering an environment of collaboration, empathy, and empowerment—an environment where the growth of individuals, the alignment of purpose, and the well-being of the collective take precedence over traditional notions of leadership.

This chapter delves into the core principles and practices of servant leadership and unveils its harmonious alignment with the ideals of holistic growth.

The Essence of Servant Leadership: Leading Through Service

At its heart, servant leadership redefines leadership as a service to others. This paradigm shift challenges the conventional notion of leaders as authoritative figures who dictate directives. Instead, servant leaders view their role as that of facilitators, mentors, and enablers of growth.

They prioritize the needs of their teams, acknowledging that their own success is intrinsically tied to the success of those they lead. This fundamental shift in perspective sets the stage for the creation of an environment where collaboration and empowerment flourish.

Nurturing a Culture of Collaboration: Open Communication and Shared Purpose

Central to the philosophy of servant leadership is the emphasis on open communication. Servant leaders create spaces where individuals feel safe to voice their opinions, share ideas, and engage in dialogue.

By actively listening and valuing diverse perspectives, servant leaders cultivate an atmosphere of inclusivity and mutual respect. This culture of collaboration not only fuels innovation but also ensures that the organization benefits from the collective wisdom of its members.

Shared purpose is another cornerstone of servant leadership. Servant leaders work to align individual and organizational goals with a broader sense of purpose—one that transcends financial success and encompasses a positive impact on society.

By imbuing every action and decision with purpose, servant leaders inspire a collective commitment that goes beyond personal gain and elevates the well-being of all stakeholders.

Empathy and Empowerment: Fostering Individual Growth

Empathy lies at the heart of servant leadership. Servant leaders possess a keen understanding of the emotions, concerns, and aspirations of their team members. This empathetic approach not only nurtures a culture of trust but also creates a sense of belonging within the organization.

By acknowledging the holistic well-being of individuals, servant leaders create an environment where employees are valued not just as resources, but as human beings with unique talents and needs.

Empowerment is the natural outcome of this empathetic approach. Servant leaders provide their teams with the autonomy, resources, and support needed to excel. They encourage individuals to take ownership of their roles, make decisions, and contribute to the organization’s growth. This empowerment unleashes untapped potential, driving innovation and fostering a sense of pride and ownership among employees.

Leading by Example: Humility and Integrity

Servant leaders lead by example, embodying qualities of humility and integrity. They are not afraid to admit their mistakes or acknowledge their limitations. This transparency creates an atmosphere where individuals feel comfortable taking calculated risks and learning from failures.

By upholding a high standard of ethical conduct and moral integrity, servant leaders set a precedent for the organization’s values and contribute to a culture of accountability.

Servant Leadership and Holistic Organizational Development: A Seamless Integration

Servant leadership seamlessly aligns with the principles of holistic organizational development. Its emphasis on collaboration, shared purpose, empathy, and empowerment resonates deeply with the holistic perspective that considers the well-being of employees, communities, and the environment. In organizations guided by servant leadership, growth is not confined to financial metrics but extends to the growth of individuals, relationships, and societal impact.

As we journey further, we will explore how servant leadership forms the bedrock for navigating change, embracing diversity, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations thrive through authentic connections and sustainable impact.

The subsequent chapters will unveil the practical strategies, real-world examples, and actionable insights that illuminate the path toward holistic growth through servant leadership, creating a blueprint for leaders who seek to shape organizations that transcend conventional boundaries and embrace holistic excellence.

Reflections

1. Understanding Servant Leadership: Reflect on how servant leadership differs from traditional leadership models. What aspects of servant leadership stand out to you as most impactful for holistic organizational growth?
2. Applying Core Principles: Consider the core principles of servant leadership such as empathy, active listening, and humility. Can you think of a situation in your professional life where applying these principles could have led to a different outcome?
3. Personal Growth and Empowerment: How do you see the role of empathy and empowerment in your own growth as a leader or team member? Can you identify instances where these elements were present or lacking in your work environment?
4. Leading by Example: Reflect on the concept of leading by example in the context of servant leadership. How can this approach influence the culture of an organization and contribute to holistic growth?
5. Challenges in Implementation: What challenges might arise when implementing servant leadership principles in an organization? How could these challenges be addressed?
6. Personal Alignment with Servant Leadership: How do your personal values align with the principles of servant leadership? Are there areas where you feel particularly strong or areas for improvement?
7. Servant Leadership in Action: Think of a leader you admire who embodies the qualities of servant leadership. What specific actions or behaviors make them a good example of a servant leader?

These questions are designed to encourage readers to introspect and apply the concepts of servant leadership to their own experiences and organizations, fostering a deeper understanding of how this approach can catalyze holistic growth.

“Navigating Holistic Growth: The Servant Leader’s Guide,” demonstrates, that true leadership is not about authority, but about fostering an environment of growth, understanding, and cooperation. This guide is an essential resource for anyone looking to make a meaningful impact, through self-discovery and by empowering those around them.

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David Bolno, from Los Angeles, is a famous entertainment business manager of celebrities. The clients of Bolno’s list include the names of famous music industry stars like Justin Bieber, Drake, Post Malone, and Pharrell William. He is a teacher, an advisor, a philosopher, and a friend to these top celebrities. He has gained much experience from the years of his service in advising them. Through his long experience, he has developed a tough philosophy of creating true and sustainable resilience in this high-speed industry.

David Bolno is a business manager. He is a force, a strategist, and the mastermind of the success stories you read and see on your screens and airwaves. Collaborating with some of the industry’s stars, Bolno’s influence goes beyond just the financial transactions. It is all about the legacy creation, career-shaping, and leaving an everlasting mark on the ever-changing world of entertainment.

Some people think of success as achieving fame, money, or social status. In this way, David Bolno is a clear winner. He has become rich by assisting clients in managing their wealth, making wise investment decisions, and lowering their tax bills. He has been always in the news for his numerous professional achievements.

He is the one who can think about everything strategically. At the same time, he ensures that his clients get the best out of his financial wisdom. He backed several artists to succeed in the entertainment industry. He thinks taking a chance is important; likewise, identifying opportunities is crucial. He does the same for his clients so they never fail to get those profitable chances. Certainly, it makes him the perfect skilled business manager.

Smart BrandingBesides the quality of work, in the modern digital era, being social and building a personal brand through an online presence are equally important. Bolno emphasizes that strategic online visibility and direct audience interaction have become really crucial for any entertainer to get longevity.

For clients like Justin Bieber who grew up in the age of social media, Bolno helped in the creation of content strategies. This made the pop star-to-be a respected artist on his own terms.

The lasting friendships between fans and creators can be very useful for stability no matter what disturbances or breaks happen in the future. Thus, for Bolno, it is impossible to separate smart branding from resilience.

Navigating the Industry LandscapeThe music industry is a never-ending source of opportunities and obstacles that can only be appreciated by the ones with a keen eye for detail. Music experts such as David Bolno are the driving forces behind their clients. They assist their clients in dealing with the complexities of contracts, license agreements, and marketing campaigns. Their negotiation expertise and business knowledge ensure that the artists are paid well and can get the maximum exposure for the work they create.

Be mentally prepared for rejectionsOf course, bouncing back from failures and rejections is important for developing perseverance in entertainment. Getting rejected is inevitable in an industry flooded with the best talents, even for the most successful artists. The main thing is to create the right mindset to overcome those ego bruises.

Superstars never let rejection hinder them from conquering the longer path. They don’t take “no” for a final answer but consider it as feedback to be incorporated while continuing forward with full self-belief.

Behind each icon that has survived for decades, a team of passionate professionals always exists. For any newbie dreaming of building a career filled with impact, Bolno’s advice is clear:

• Be willing to constantly get better at what you do and explore everything that can boost your voice.
• Toughen up your brain for rejection knocks
• Build a support system of family and friends
• Get your finances in order
• Most importantly, stay true to the things that made you stand ahead.

In the world of show business, where fame lasts for a very short time, their work will last forever, and that way, their careers will be sustained for a long time. David Bolno leads clients through the good and the bad with wise and careful advice. Thus, he is the best example of this unreplaceable profession.

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If you’re like many people, then your knowledge is limited to the nightly news. While I enjoy watching NBC’s Nightly News I’ve come to understand it’s limits.

First, NBC is owned by Comcast, ABC is owned by Disney and CBS is owned by Paramount Global. The stockholders of these firms bought stock because they expect to profit from their investment. As a result, stories are created to attract and maintain your interest so you’re still watching when the commercials come on.

Second, Fear is a large part of many news stories. Author and entrepreneur, James Altucher, in his book, I Was Blind But Now I See, suggests that, the best thing you can do is avoid all news. Altucher has worked for over a dozen media companies, written for newspapers, TV shows and been a pundit on TV shows.

He told how he was backstage at a news show when the producer told him:

Don’t fool yourself – all of this is just filler in between advertisements.

Altucher shared this story,

Every week, a newsroom gets all of their best reporters and editors together on a Monday morning. Then the top guy says,“Ok, what have you got?” And the reporters have to respond with items that are designed to induce more and more terror. When the top guy thinks the terror is sufficient to beat out the competition, he says, “Ok, let’s go with it.”(I)

It’s easy to see what Altucher is talking about when you read headlines like these:

How many jobs will AI replace by 2030?

Will your kids join the thousands who die from fentanyl every year?

Is your daughter joining ISIS?

Third, time is another issue. Since news shows are limited in the time they can devote to any story, we’re frequently given sound bites that grab our attention but do little to explain what really happened. The Great Recession generated a lot of headlines, but it wasn’t until I read former Treasury Secretary Tim Geithner’s book, Stress Test, that I fully understood what happened.

Personal Note: Da Vinci said, “The noblest pleasure is the joy of understanding,” and I’m right there with him. I’m what you’d call a Current Events / History Nerd. I’ve always sought the full story. I’ve always sought to understand complex issues.

(I) Altucher, James. I Was Blind But Now I See. New York: CreateSpace. 2011. p. 35

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Modern marketing is easier than ever with the many tools at your disposal. From social media to SEO, there are numerous ways we can take advantage of the tons of data available to us. However, it is more about knowing how to use this data effectively to boost engagement.

Don’t Neglect Print MediaA lot can be said for digital marketing, and it is extremely powerful. But that doesn’t mean you should neglect traditional methods. TV, radio, and print media are still effective ways to market to your audience with a respectable ROI. However, take the time to find a reputable online printer company that can get the job done. They aren’t all the same, and some just don’t have the quality you need. Printed materials must be vibrant, clear, and in expected formats.

Utilize SEO in Modern MarketingOne of the best tools used by modern marketing agencies today is SEO. SEO takes advantage of search engines to connect with the right audience. When done correctly, SEO has major benefits for a business. SEO can also be done very cheap or even free, and over 10% of marketers believe it yields better results than paid online ads. However, it mainly relies on quality content. For example, long-form content (over 3,000 words) is more likely to be shared.

Embrace Social MediaCan you really afford to ignore social media? Given the massive audience potential, it really isn’t a choice anymore! And the fact that using social media is free (for now) makes the case for embracing it even further. Of course, social media ads are an expense, but they yield excellent results because they are targeted at defined demographics. However, you can engage with your core audience through social media without spending a penny if that is what you want.

Engage with Your Social AudienceThe key reason for using social media in the first place is engagement. Engagement helps boost sales by establishing trust and brand loyalty. Customers who feel like they are part of a brand and interact with it are likely to make purchases. So, how do you go about this?

• Set the goals you want to achieve and research ways of boosting engagement.
• Understand the platform you use, such as the best times to post content.
• Get to know the audience and how they interact by observing through comments.
• Carefully tailor content that is likely to be shared by your core demographics.
• Use interactive social media tools for engagement, such as polls.

It’s easy to interact online through social media. But a lot of effort must be made to really connect with an audience. Novel campaigns that resonate with your core demographics are excellent for boosting shares and going viral. Of course, this relies on a carefully executed plan.

Use Data to Your AdvantageWe live in a data-driven age, and it is all around us. Data analytics through your website alone provides tons of insights into how your customers interact with your business. The most active times connecting search queries and locations are all easily accessible through Google Search Console. Further, modern companies also use data to personalize the shopping experience for customers. AI analyzes past user interactions to predict the items a customer might want.

Consider the Modern Marketing TypeWhat type of marketing are you interested in? It’s hard to answer, but it all depends on your customer base. Not all customers are private citizens, and you may sell products and services to other businesses. The main types today are B2C (business to consumer), SaaS (software as a service) and B2B (business to business). B2B is a massive growth area with a projected value of almost $50 billion by 2030. Understanding the type of sales is critical to marketing success.

Supplement SEO with PPCSo, you are using SEO. But is it enough? Some marketers believe you only need SEO, and it is budget-friendly. But what about boosting that traffic for leads and sales? Pay-per-click (PPC) campaigns are very effective and should be considered as part of an advertising and marketing budget. Google states that the average ROI from a PPC campaign is around 200%. That’s $2 for every $1 spent. Not too bad. Of course, this will vary based on many other factors.

SummaryTraditional media such as print, TV, and radio are still excellent methods of modern marketing. Digital marketing today should include social media and targeted advertising. Yet your business can also benefit from unpaid organic traffic SEO supplemented with paid PPC campaigns.

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As a business, one of the most important things you can do is plan ahead. Being at the forefront of the industry and getting ahead is so important and that can only be done if you plan for the future. When you are riding a wave of success, it can be easy to sit back and just revel in your success, but this can lead to you falling behind. In this article we take a closer look at why planning ahead is so important for a business and what you can do to ensure you get ahead. Keep on reading to find out more.

It means you’re ready for any eventuality

Unfortunately, none of us know what the next few months or even years are going to throw at us. From economic crashes to different trends, it can be difficult to stay ahead. If you plan for these eventualities with things such as having an emergency funds pot and enough to keep your business afloat for a good few months even if you don’t bring in any income, it means you can keep going. If you don’t plan for things like this, the slightest problem could see you go under, which isn’t something anyone would want!

You can stay ahead of the competition

In business, you need to do what you can tyo get ahead of your competition. Your marketing is one of the most vital ways you need to plan and we recommend looking into top-of-funnel marketing. This is important for boosting brand awareness and generating leads and is essentially about reaching people that might not know about you yet. By making the most of these tools and techniques as well as researching future trends and data, you can soon race ahead of your competition.

It gives a clear direction for any goals to be met

Goals are a vital aspect for growing and developing a business and planning ahead means everyone in the company is one the same page for what they should be doing. Have regular team meetings where you update everyone on things such as financial trajectories, numbers you want to hit and just how this can be done. Giving everyone a clear goal to meet can help them feel inspired and know exactly what work needs to be done.

These are just a few reasons planning ahead is so important for a business. It’s vital you work together with every department to know what the upcoming months look like and what everyone needs to do to achieve their goals. By being prepared and knowing you’re ready for the next quarter and further ahead, you will be ready for both the good and the bad and will be much more likely to survive, succeed and flourish than any competitors that perhaps aren’t being so organised. What are some top tips you have for planning ahead as a business? Let us know in the comments below, we’d love to hear from you.

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Our modern lives are dependent on technology. And this technology is constantly evolving. Keeping up with the latest tech is a double-edged sword. If you don’t upgrade your tech at some point, you’ll fall behind and will start to encounter problems in your life. At the same time, constantly replacing tech creates a lot of environmental waste and will quickly drain your finances while not always providing worthwhile benefits.

Upgrading tech should therefore be a careful balancing act – you need to upgrade often enough to avoid disruption to your life, but not frequently enough that you cause added problems. This post explains more.

When you shouldn’t upgrade your tech…There are a few times when it’s best to hold off investing in any new tech. Below are some examples.

Your current tech is working perfectly

As the popular saying goes: ‘if it ain’t broke, don’t fix it’. Some technology can last for decades without encountering any faults. Other tech has a short life expectancy and you’ll start to see issues appearing within a couple years. If technology is still functioning well, you should consider whether it’s really necessary to replace it – especially if there are no other functions you need from it. For instance, there’s no point replacing 10 year old speakers if they’re still delivering the same sound quality as when you bought them.

There are new features you want, but none you need

Many of us are attracted to new features in gadgets that seem fun or innovative, but are actually not that useful. Modern smartphones continuously come with new camera upgrades, but many of these are only really useful if you’re a photographer. It’s better to solely upgrade tech when you’re actually getting added benefits that you’re going to make use of.

You can’t afford to upgrade

The price of new cars, appliances and devices just keeps going up. If you can’t afford to pay extra money a month for a new smartphone, consider whether you really need a new phone. More people are opting for SIM only deals to save money – keeping their current phone, but changing their phone plan. This is a much better option if you want perks like extra data but don’t actually need a new phone.

You’re only doing it to show off

One of the worst reasons to upgrade your tech is solely so that you can show it off to others and improve your social ‘status’. There are much less expensive ways to impress people. Besides, if other people start buying that same tech, you’ll have nothing to show off about. This is when many people start to experience buyer’s remorse, having bought fancy electric barbecues or guitar amps that they don’t actually have a use for. It’s much better to invest in tech that serves a practical purpose or that you’d still appreciate even if no-one else knew you owned it. This is when you know that a gadget truly brings you joy.

When you should upgrade your tech…There are other instances when an upgrade can be overdue. In these cases, you don’t want to delay an upgrade as it could lead to lots of unwanted problems. Below are a few examples.

Your tech is past its warranty and keeps breaking

When tech breaks, it’s important to look into the cost of repairs before immediately considering a replacement. While more complex technology has resulted in more expensive repairs, it is often still economical to fix some faults. However, once you start encountering frequent problems, costs will often start rising and it may be more economical to replace your tech instead of continuously repairing it. The exception is if your tech is still under its warranty, in which case you can still take advantage of free repairs. However, once this warranty has run out or become void, there’s no point in continuously digging into your own pockets to fix tech. Newer tech will likely be more reliable, and you’ll save time and money in the long run by not having to keep repairing it.

There are unfixable faults that seriously inhibit usability

It’s possible to ignore some minor faults. For instance, a faulty headphone jack on a phone may not be too much of an issue if you can still use bluetooth headphones. However, screen damage or a faulty battery that won’t charge is something you can’t ignore. If a problem is not fixable, then it’s time to retire your current tech and get something new. Continuing to try to use the device when a problem is causing you major inconveniences will only lead to unnecessary stress and wasted time.

Your tech has become dangerous to use

You should also upgrade your tech the moment that your current tech starts to become dangerous to use. An old microwave that has started to trip the circuit breaker in your home whenever you use it could be a fire hazard if you continue to try cooking in it. A car that constantly breaks down in random places could become a serious issue if you regularly drive on fast roads. There could even be security dangers associated with certain old tech such as software that has lost support. Once software is no longer supported by the vendor, it will no longer receive security patches against new cyberthreats, which could leave you open to cyberattacks.

Your tech doesn’t support necessary software or additional hardware

Those who remember using early Windows software may remember the frustration of not being able to use certain programs with certain versions of Windows due to incompatibility. Although less common, such incompatibility issues can still occur today. Some apps can still not be used on certain devices. There has even become an issue of modern hardware not supporting older hardware mediums and accessories. For example, some PCs do not have USB drives or CD drives. There are however some that do, and you may find that switching to one of these PCs is preferable if you’ve got CDs or USBs with old valuable files on that you’d like to access.

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Key Takeaways:

• Variety of professional growth opportunities in new construction sales.
• Financial incentives and personal satisfaction are critical motivators.
• The importance of relationship-building and networking in long-term success.
• Flexibility and a dynamic work environment are advantages of the field.

Table of Contents:

• Introduction to New Construction Sales
• Professional Growth and Advancement
• Financial Incentives and Rewards
• Relationship Building and Networking
• Flexibility and Entrepreneurial Freedom
• Industry Knowledge and Expertise
• Potential Challenges and Solutions
• Conclusion: Building a Fulfilling Career in New Construction Sales

Introduction to New Construction SalesEmbarking on a career in new construction sales allows individuals to step into a field teeming with possibilities. This sector of the real estate market focuses on selling newly built homes, an arena that requires an understanding of property and construction and the art of salesmanship. It’s a career choice that blends the tangible aspects of real estate development with the interpersonal intricacies of guiding clients through one of their most significant life decisions: purchasing a home.

In recent years, the real estate industry has seen a surge in demand for newly constructed homes, which makes new construction sales jobs particularly appealing. These roles cater to professionals who relish the idea of being at the forefront of market trends, offering innovative housing solutions, and being associated with the creation of brand-new communities. Noteworthy is the chance to be part of an evolving industry where every sale contributes to shaping the residential landscapes of the future.

Professional Growth and AdvancementCareers in new construction sales are varied. They come with diverse pathways for professional growth and advancement. Unlike other jobs that offer a linear progression, new home sales enable one to explore different facets of the real estate industry. From marketing newly developed properties and handling client portfolios to expanding into management roles or even entrepreneurial ventures, the ceiling for growth is practically limitless.

Professionals in this field often find opportunities to attend workshops, obtain certifications, and participate in industry conferences, further solidifying their expertise and enhancing their resumes. Such advancements offer personal satisfaction and help build a reputation as a sought-after expert in the industry, paving the way for even more significant professional opportunities.

Financial Incentives and RewardsOne of the most compelling reasons individuals choose a career in real estate, particularly new construction sales, is the financial reward. Sales positions often come with the advantage of a commission-based structure, which means your earning potential is directly tied to your performance. Driven and skilled sales professionals can benefit significantly from their sales strategies’ successes, experiencing both financial gain and the immediate satisfaction of their efforts, which translate into tangible rewards.

This financial incentive also spurs a healthy sense of competition and motivation. It encourages professionals to stay on the cutting edge of sales techniques, market knowledge, and customer service—the factors that can increase sales success and financial outcomes.

Relationship Building and NetworkingThe role of a new home sales professional extends far beyond the transactional. It also encompasses the nuanced process of building long-lasting relationships with clients, colleagues, and industry contacts. These relationships are often the bedrock of a successful career in new construction sales, as they can lead to repeat business, referrals, and strategic partnerships.

Whether through social media, community involvement, or professional associations, networking benefits business development and provides a sense of professional community and support. Building such a network can offer guidance through the more complex aspects of the career, such as navigating market fluctuations or understanding new construction regulations.

Flexibility and Entrepreneurial FreedomA career in new construction sales often affords professionals a degree of flexibility and autonomy that is not found in other fields. Sales agents can typically set their schedules, controlling their work-life balance to a greater extent. Additionally, the entrepreneurial aspect of sales encourages creative thinking and problem-solving, allowing individuals to craft unique sales strategies tailored to their style and strengths.

This flexibility doesn’t sacrifice support, however. Many companies provide a robust framework, including marketing resources and training, to ensure sales agents can perform effectively while maintaining the autonomy that many in this field value.

Industry Knowledge and ExpertiseAn exciting aspect of a career in new construction sales is becoming an expert in a constantly evolving industry. Sales professionals develop a keen understanding of market trends, construction practices, and customer preferences. This expertise empowers agents to provide exemplary service and positions them as authoritative figures clients trust to guide their decisions.

The knowledge gained through experience in this field can prove invaluable, offering a competitive edge and the satisfaction of being an integral part of clients’ journeys to homeownership.

Potential Challenges and SolutionsAs in any career, new construction sales come with unique challenges. Market volatility, customer indecision, and the complexities of new construction can all hinder sales success. However, these challenges can be met head-on with a proactive attitude, continuous learning, and a commitment to personal development.

Establishing a well-defined business plan, staying educated about industry changes, and seeking mentorship from more experienced professionals are all strategies that can help overcome these hurdles. Embracing technology, utilizing innovative marketing strategies, and honing negotiation skills are also essential to turning potential challenges into opportunities for growth and success.

Conclusion: Building a Fulfilling Career in New Construction SalesThe benefits of pursuing a career in new construction sales are manifold. The industry offers diverse avenues for professional growth, competitive financial incentives, the opportunity to forge lasting relationships, and flexibility that caters to the entrepreneurial spirit. Developing industry expertise can provide you with a unique and valuable skill set. At the same time, the challenges in the field can push you toward becoming a more skilled and resilient professional.

Ultimately, a career in new construction sales is not just about selling properties; it’s about crafting a fulfilling professional life that ticks the boxes of personal ambition, financial success, and work-life balance. With the right mindset, continuous learning, and a commitment to excellence, new construction sales can be an advantageous career path, offering both personal satisfaction and the opportunity to impact people’s lives through homeownership positively.

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Google News is the Infinite Library of Alexandria made accessible to all. Its power to inform and enlighten is beyond measure.

~Unknown

Author/Editor Note: This Article was inspired by the fact that our award-winning site is now syndicated via Google News, substantially amplifying the visibility of our 1100+ Featured Contributors, while extending our reach across 130 countries. FOLLOW US HERE

The Library of Alexandria was an ancient universal library and one of the largest repositories of knowledge in the ancient world. It was located in Alexandria, Egypt, and flourished in the 3rd century BC under the Ptolemaic dynasty. Google News, on the other hand, is a modern online news aggregator service operated by Google that collects content from thousands of sources across the globe. Both “libraries” are considered vast repositories of information in their own right.

The Google News RepositoryLaunched back in 2002, Google News is a free aggregator service that continuously scours the web to bring you the latest content from over 25,000 publications worldwide. At its core, it uses clustering algorithms to group related content together from multiple sources into tidy story bundles. Every month, Google directs users to content sites 24 billion times, providing an opportunity for publishers to grow their audiences and users more efficiently gather insight. That panoramic breadth of coverage is one of Google News’ greatest assets. The platform draws from publications in over 30 languages across the globe, giving users an incredibly diverse array of local, national, and international sources. Using customizable search filters, users can narrow their feed by topic, location, source, and other criteria to focus on just the content most relevant to them.

On BalanceGoogle News is a convenient news aggregator that provides a comprehensive collection of stories from thousands of sources in one place, with personalization features and a clean interface. However, it faces criticism for its opaque algorithms that may prioritize mainstream outlets over smaller voices, its lack of human editorial curation which can impact quality control, and its potential to create filter bubbles and information overload by automating content based on user interests. While praised for its breadth and real-time updates, Google News also prompts debate around transparency, media bias, the de-emphasis of local journalism, and the role of algorithms in controlling content consumption. On balance, the best approach may be to simply use it in moderation alongside other curated sources.

Cutting Through The ClutterFor those adrift in an endless stream of content and desperate for a comprehensive anchor, Google News might be the life preserver to stay afloat and informed. With its potent aggregation technology and wealth of customization tools, the day’s most vital content from every corner of the globe is just a click away. And that now includes essays across the life, culture, and business spectrum authored by the (our) “best writers on the planet.”

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Never dismiss how you feel; always tap into the power behind these feelings and thoughts. They are connected with the reality that crossed your path in the past and bear powerful solutions that will be revealed once you listen to them. These authentic insights prepare you for success by leading you to your next appropriate step.

No matter how prepared we are or how many times we double-check our strategies, unforeseen occurrences may influence our path to success. Unexpected twists and turns can hamper our progress and stop us dead in our tracks unless we have the confidence to move forward.

The confidence necessary to conquer any challenge and achieve your dreams grows from releasing the power of your thoughts. It begins and ends with being in the moment.

Constant adjustments are part of any successful journey. Each instance comprises the basic building blocks for your abundant life.

Success is about moving forward despite any challenges you may encounter. Actions move you forward to experience accomplishment. It begins by cultivating confidence in you no matter what outside influences exist.

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The heart doesn’t keep an HR-approved memo on whom it is supposed to grieve for or for how long. Yet, traditional workplace policies on bereavement leave seem to send quite the opposite message—they come with a laundry list of who qualifies for emotional downtime and who doesn’t, almost as if loss could be parsed into standard categories. It’s high time for a radical rewrite. I am calling for organizations to relinquish the dated recipe of tying bereavement leave to the official-sounding ‘relationship status’ and instead advocate offering bereavement leave that accommodates all forms of loss.

A Paradigm Shift in PerceptionDismantling the relationship requirement isn’t a suggestion rooted in a rebellion; instead, it is a strategic leap toward a more inclusive culture and a reflection of the evolving human experience. To demand that employees prove the depth of their connection to someone who has passed before they are allowed to grieve on the company’s watch is, at its core, an invasive and outdated practice. Why should the anguish of losing a beloved pet warrant any less time for recuperation than losing a cousin?You Grieve, You Need LeaveThe tight grip on who qualifies for leave based on ‘relationship’ severely underestimates grief’s universality. Grief transcends the boundaries of familial ties; it can arrive unannounced, a sidekick to any form of loss, from a divorce decree to the funeral arrangements of a friend from the neighbourhood. By recognizing this, businesses have the power to not only support their employees through some of their darkest times but also to forge a company culture rooted in compassion and flexibility.

Addressing the Skeptics: Cultivating a Culture That TrustsSkeptics might fire back with fears that such a move could be ‘exploited’, leading to a culture of unwarranted absence. If so, your organization has a culture problem, not a bereavement problem. This could be a moment of reckoning to redefine expectations and redefine the covenant of trust between employer and employee.

Leaders Lead by ExampleOne of the most potent tools in this cultural shift is leadership endorsement. When leaders are transparent about their own experiences with grief and vocal about the policies in place to support it, they pave the way for company-wide acceptance. This is a journey that requires courage—from leaders to instigate it and from the culture to sustain it.

The Hidden Costs of InflexibilityThe rigidity of traditional bereavement policies can often lead to employees taking unsanctioned leaves or worse—showing up at work, emotionally scarred and potentially disruptive. The cost implications of such scenarios are rarely counted among the initial ledgers but they resonate in productivity loss, disengagement, and even tarnished reputations.

An inclusive bereavement leave policy demonstrates a company’s commitment to its most valuable asset—its people.

In return, businesses can expect a more engaged, loyal workforce with a higher level of psychological safety and, in turn, resilience through even the most tumultuous times.

The Roadmap to Implementation: A Stepwise ApproachRadically rethinking policies is one thing; turning them into a functioning reality is quite another. The key is to approach this in calculated steps, with culture-building initiatives alongside practical policy adjustments.

Review, Revise, Revise AgainBegin by critically reviewing your current bereavement policies. Who do they serve, and who do they exclude? I am sure that they don’t account for those who have to travel to a funeral for example. Once the shortcomings are clear, work with stakeholders to craft a revised framework that is not only a good starting point but also compassionate and sustainable.

Communication is KeyManagers are often the front line of such policies and they will ebb and flow around them. The most important part is that everyone knows what is allowable. If the baseline is reasonable, then we have more room for equity and inclusivity. Bob doesn’t get upset that Anne received 2 weeks’ accommodation and he only got 4 days.Introduce Feedback LoopsLastly, every employee coming back into the workplace should have a return to work-process. That process should include feedback loops that welcome critiques and suggestions for your policy review cycle. Continuous learning and adjustments will be the hallmark of a policy that truly serves the needs of the workforce.

As the conversation around mental well-being continues to gain momentum, the inclusivity of bereavement policies becomes a flagship issue. This isn’t just another paragraph in the HR handbook; it’s a nuanced reflection of our humanity and the kind of workspaces we wish to manifest in the world.

If you would like to learn more or are interested in support in cultivating new bereavement policies or processes, please reach in.

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Today, it’s easy for any organization to fall from grace. Considering how fast information and opinions spread online, a single mistake could trigger the downfall of a company no matter how long it has existed. That alone should be the main reason to invest in effective reputation management.

If you run an organization that has built a genuine identity over the years, the least you’d want is a PR crisis that’s emotionally and financially damaging. Part of what you should do to prevent that is to set up preemptive measures and a detailed plan to guide you through a reputational crisis. With this in mind, here are a few tips to remember for preserving your company’s reputation and maintaining its legacy for years to come:

1. Humanize your brand

Before developing a strategy and a concrete plan for managing your company’s reputation, start by laying down its aims. Avoid coming up with cliches such as “sowing the seeds to a brighter future” or “becoming an industry leader” and the like. Make it less about yourself and more about the people who buy your products or services. The best way to do that is to humanize your company by letting your target audience know they’re your top priority. “Transforming lives” sounds generic but it’s enough to convince people they matter.

1. Empower your branding and PR team

Your branding department isn’t there to sell your name. It’s there to help you build relationships and respond to a critical reputation crisis. This team is crucial in helping you prepare for worst-case scenarios where effective crisis communications play a defining role. It can also work with other departments such as operations and customer service to develop programs that improve client satisfaction, comply with industry regulations, and identify risks. With this in mind, make sure to provide your team with the right tools and enough creative space to do its job in preventing and handling crises.

1. Orient your employees

The people you employ are part of the corporate family. By that, they will carry your company’s name wherever they go. You can only imagine the impact that a drunk worker could make the moment they crash a company-issued vehicle into a department store. Even worse is when someone associated with your brand is accused of indecent behavior by a sexual harassment attorney hired by a fellow employee.

Preventing these scenarios would mean training employees to use company property and practice high levels of professionalism properly. You may not live their lives, but it’s important to remind them that whatever shameful they do could drag the organization out in the open.

1. Listen to the audience

Reputation management isn’t just about sweetening your brand image and making others like your products or services. It’s more about delivering on your promises to your audience and building your brand around their needs. Effective reputation management relies heavily on public perception. To do that would mean conducting surveys, listening to social media interactions with your brand, and taking brand reviews seriously. All of this will provide you with the insights you need to strengthen your brand’s image.

Endnote

For your company to succeed and thrive for decades, invest in reputation management. It costs time and money, but nothing could produce better returns than a brand that people trust.

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The principle mark of genius is not perfection but originality, the opening of new frontiers.

– Arthur Koestler

In his book Houdini, author Harold Kellock shares a story about Houdini on one of his European tours when Houdini found himself locked in his own thinking.

After he had been searched and manacled in a Scottish town jail, the turnkey shut him in a cell and walked away. Houdini quickly freed himself from his shackles and then tackled the cell lock. But despite all his efforts, the lock would not open. Finally, ever more desperate but completely exhausted, he leaned against the door- and it swung open so unexpectedly that he nearly fell headlong into the corridor. The turnkey had not locked it.

Houdini was not locked in a cell by a key but by a belief.

Your belief systems directly influence every part of your life. The larger question is: what does your belief system look like? Let’s explore a few ways this happens in your life.

Wrong beliefs and assumptions lead to wrong actions

Houdini assumed the door was locked. Because his assumption was wrong, his actions were wrong. Wrong assumptions caused him to waste a lot of time and energy trying to accomplish something that was not even necessary. It will do the same for you.

Decisions you make as a leader must be grounded in facts and reality. The worst thing you can do as a leader is to make decisions based on bad information.
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When this happens, you waste valuable time. Your people lose confidence in your leadership.

Wrong actions lead to wrong conclusions

Because Houdini believed the door was locked, he worked tirelessly to open it. Imagine his reaction when he leaned on the door and it opened, realizing that he had been needlessly working to solve a problem that did not exist. I can only imagine his frustration when the cell door opened that was not even locked.

When your thinking is wrong then wrong actions will follow. This leads you and your team to make faulty conclusions. This only compounds already strained morale.

Understand the power of right-thinking leadership

You do not want to be locked in by negative thinking as a leader. Right-thinking leaders seek solutions, explore options, empower their team, and share the credit. Right-thinking leaders have a mindset shift that’s not fixed but one that is growing, expanding, and overcoming its challenges because they refuse to be trapped by limited belief systems.

Your growth as a leader is determined by the choices you make. Don’t allow yourself to be trapped by beliefs that hold you back and limit your leadership capacity. Embrace right-thinking leadership with a passion to grow and your possibilities will be unlimited.

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AI is at the same time an existential risk and the pathway to overcoming some of humanity’s biggest existential challenges. We must proactively and collaboratively steer its development to harness its immense potential for good while preventing its potential for catastrophe.

Artificial intelligence (AI) is rapidly transforming our world, offering both immense opportunities and daunting challenges. As this powerful technology continues to advance, it is crucial that we navigate its development with care, mitigating its risks while harnessing its potential to better society.

The Perils of AIOne of the major perils associated with AI is the threat it poses to human employment. As AI systems become more sophisticated, they may eventually outperform humans in a wide range of tasks, leading to widespread job displacement. Historically, technological advances have always created new jobs to replace the ones they made obsolete, but the pace and scale of AI’s impact raises legitimate concerns about societal disruption.

Another peril is the potential for AI to be weaponized or used for nefarious purposes. Powerful AI systems could be exploited by bad actors to cause harm, from cyberattacks and surveillance to automated disinformation campaigns and autonomous weapons development. Responsible governance and stringent security measures will be essential.

The Pitfalls of AIDeveloping AI that is reliable, unbiased, and aligned with human values is an immense technical challenge fraught with pitfalls. AI systems can perpetuate societal biases and discriminate against certain groups if their training data reflects real-world prejudices. They may also make mistakes with severe consequences in high-stakes domains like healthcare and criminal justice.

There are also concerns about an AI system becoming superintelligent – vastly outstripping human capabilities in a way that renders it uncontrollable and potentially indifferent to human welfare.

While the likelihood of this is hotly debated, the implications would be staggering if it occurred.

The Opportunities of AIDespite the risks, AI presents incredible opportunities to solve some of humanity’s greatest challenges. AI could help us cure diseases, solve climate change, and unlock new frontiers of scientific understanding. It has already demonstrated immense potential in fields as diverse as education, transportation, energy, and scientific research.

AI also promises to be an engine of economic growth, unleashing new efficiencies and spawning entire new industries and business models. It could automate mundane tasks, freeing humanity to focus on more fulfilling creative and strategic endeavors. Ultimately, harnessed responsibility, AI could help create an unprecedentedly prosperous and capable civilization.

The Path ForwardAs with any transformative technology, AI carries both promise and peril. It is up to governments, industries, academics, ethicists and the public to work together proactively to maximize its benefits while mitigating its risks. We must prioritize AI safety research, develop robust governance frameworks, and foster greater public understanding and discourse.

With foresight and wisdom, we can navigate the challenges of AI to create a future in which this powerful technology benefits humanity as a whole. But that future is by no means assured – it will require our sustained commitment and vigilance to get there. The high-stakes saga of AI is just beginning.

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Adrenaline is my best motivational drug, and it is generated by many things’ excitement, fear, rejection, and many other things. I regularly use it to contribute to my successes. My long experience of “Living by the Split Second” is something that I have enjoyed, and I have to admit to it being very addictive. I do not advocate it because there might be fewer people on the planet! The best example I have of personal value is when I felt that I was going to flunk out of IBM Mainframe School, I began my weekend trips to go skydiving and it helped me gradually regain my confidence and succeed.

I am confident in my ability to defy the societal myth that intellectual value diminishes with age as time ticks away. It’s time to break free from this limiting belief and embrace the full potential of aging. My practical skills now can be instrumental in developing many things that will aid functionality as people age. I plan to help create and fully use the mobility tools being developed if necessary. As my website indicates my “RAIotic Buddy” might Skydive with me into my Hall of Fame induction.

I have decided to write some stories that illustrate the skills that I have and continue to use in real-life situations to resolve problems. I believe that they will aid in the safe rollout of AI. It will also help other people to lead an active life rather than just involvement social and discussion groups. The breadth of situations I have encountered and overcome has equipped me with valuable experience and insight that I can contribute to navigating the AI revolution. From overcoming challenges to capitalizing on transformative opportunities, my diverse background has honed my problem-solving abilities and strategic thinking. I bring a seasoned perspective that can help organizations anticipate and adapt to the profound changes AI will bring, allowing them to stay ahead of the curve and maximize the potential of these disruptive technologies. My wisdom, forged through adversity and success, can be an invaluable asset in charting the course through this uncharted territory.

My revelation today is to persist with my proven methods, adapt by acquiring new ones as needed, and avoid the distraction of craving constant validation and recognition. I aim to embody, with others of similar age and experience the value of the “Total Package,” the depth of understanding that comes from combining age, experience, and wisdom when approaching situations. I remain astounded by the numerous flawed results I encounter from AI queries. The inaccuracies in the responses and subsequent apologies after I correct them are staggering. As I document stories about my multiracial background, places I’ve lived, and solo travels, the reasons behind these mistakes become evident. I’ve led a life quite different than the norm, and those validating the responses simply lack the breadth of experience and knowledge to comprehend what they don’t know. Therein lies the peril.

It is imperative that I shed light on how I have endured, preserving my life and others through practical survival skills honed over a lifetime. Those lacking such capabilities are naively awed by AI whose intelligence pales in comparison to the depths of human cognition. We celebrate incremental strides as “sentient” when vast leaps are required to truly mirror the human mind.

Many business failures have and will stem from a lack of experience and practical knowledge. Mature experience, what I term “adaptive intelligence,” is crucial for success.

I have written about the birth and necessity of the Crisis Management position and why every company should have a position with that functionality. The skills that made me successful in the Crisis management role are the most important right now. I was allowed to create the position by a very forward-thinking CEO and I completed the projects successfully in multiple locations around the world. The sole reason for its termination was the company’s acquisition. After the acquisition, I was allowed to use the same skills in sales to demonstrate that I could resolve sales problems using those skills. By utilizing my skills and resourcefulness, I was able to achieve the title of “Salesperson of the Year.” I truly enjoyed the experience of being featured in the Bell Atlantic Annual Report, wearing my Gold Rolex watch prize until unfortunately, it became too dangerous due to blatant crime.

The COVID-19 Pandemic was a different reality for me than most people. A priceless memory from that experience was when I was busy meticulously explaining all my qualifications on a video call to the person, Dora Regalado, who was interviewing me for a job. She interrupted my lengthy, meticulous explanation and said, “Are you going to take the job or not!” My kind of person! Later, she helped change my position to working more safely in the mobile facilities. For almost 4 years I was outside almost every day, by choice, relating to people who generally wanted to talk, and I was able to make them feel good or help them in some way. Unfortunately depending on the location. too many were combative because of their fear, and I was able to get through those years without any physical altercations but came close many times.

I have enjoyed this opportunity, thanks to Dennis Pitocco, that I have had to write, think, and prepare for the AI Revolution. I have set records in the past and with all the assistance of the remarkable people in BizCatalyst 360°, we are going to enjoy setting more records and continue enhancing and enjoying our Big Dreams … in Vivid Color!

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In today’s rapidly evolving educational landscape, online courses and platforms have emerged as game-changers, offering learners unprecedented access to knowledge and skills right from the comfort of their homes. This digital revolution has transformed education, tearing down barriers like time, location, and cost, and empowering individuals to pursue learning opportunities tailored to their unique needs and interests.

The accessibility of online courses and learning platforms is perhaps one of their most significant advantages. With just a few clicks, learners can tap into a vast library of courses covering virtually every imaginable subject. Whether you’re eager to master a new language, refine technical skills, or explore niche topics, there’s an online course perfectly suited to your needs. This accessibility is especially beneficial for busy individuals or those in remote areas, who may lack access to traditional educational resources.

Completing a Lectera online course and earning a certificate comes with several advantages. Firstly, it provides tangible proof of your newfound knowledge and skills, which can enhance your resume and credibility in your field. Moreover, they demonstrate your commitment to continuous learning and professional development, which can impress employers and open doors to new opportunities.

Moreover, online courses offer a level of flexibility that traditional classroom learning simply can’t match. Learners have the freedom to study at their own pace, seamlessly integrating education into their work, family, and personal commitments. This flexibility not only accommodates diverse lifestyles but also allows learners to tailor their educational journey to suit their unique preferences and learning styles.

Another standout feature of online courses is their emphasis on personalized learning. Many platforms leverage cutting-edge technologies like artificial intelligence and machine learning to customize course content based on each learner’s abilities and preferences. Adaptive learning algorithms analyze learner performance and deliver personalized recommendations, ensuring that learners receive the support and guidance they need to thrive.

Furthermore, online courses foster a sense of community and collaboration among learners. Through virtual study groups, discussion forums, and interactive assignments, learners can connect with peers from around the globe, exchanging ideas and collaborating on projects. This collaborative learning environment not only enriches the learning experience but also cultivates valuable networking opportunities and a sense of belonging within the global learning community.

Beyond individual learners, online courses and platforms also offer significant benefits to organizations and businesses looking to upskill their workforce. Many platforms provide tailored corporate training programs designed to address the specific needs of companies, enabling employees to acquire new skills and knowledge relevant to their roles. This investment in employee development not only enhances job performance but also boosts employee satisfaction and retention, ultimately driving organizational success.

However, amidst the plethora of online learning resources, it’s crucial for learners to approach them discerningly. Not all courses and platforms are created equal, and learners should conduct thorough research and evaluation before making their selection. Factors such as accreditation, instructor credentials, course content, and user feedback should all be considered to ensure a high-quality educational experience that aligns with their goals.

In essence, the digital age has ushered in a new era of learning, characterized by the unparalleled accessibility, flexibility, and personalized learning opportunities afforded by online courses and platforms. Whether you’re seeking to acquire new skills, advance your career, or simply satisfy your curiosity, embracing the power of online education can unlock a world of possibilities and propel your learning journey to new heights.

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Lud*·dite ˈlədˌīt/noun: Luddite; plural noun: Luddites*

A member of any of the bands of English workers who destroyed machinery, especially in cotton and woolen mills, that they believed was threatening their jobs (1811–16).

A person opposed to increased industrialization or new technology.

Perhaps named after Ned Lud, a participant in the destruction of machinery

What you see above is the encyclopedia definition of a Luddite. I have, more or less, always called myself one. But my self-definition translates more along the lines of preferring to live and work with as little technology as possible.

When I started as a writer, I did not even own a typewriter. That came a little later. Actually several of them, then a word processor, then a personal computer, then an Apple computer, then a whole series of them right up to the MacBook Pro I am writing this piece on and the 24” iMac that is just over my shoulder and kinda gathering dust.

I also have an iPad, which I use for reading articles and checking the weather and a smart phone with no SIM card, (both of which were hand-me-downs from my wife), that I use as a camera. My real phone is a dandy little Alcatel flip phone which suits me just fine.

So I have obviously never been philosophically opposed to technology in and of itself. And I have certainly availed myself of as much as I felt necessary.

Being a communications professional, I have also made it a point to keep up to speed with technology, and I find that process quite enjoyable, although I do not immerse myself in it to the extent that a number of people I know have done.

So I am really a relative Luddite. I have all the tech I need to do my job and pursue my writing, but no more than that.

Up-To-Speed With vs Overwhelmed By TechThere is a very good reason I have chosen this Luddite-like path and that is simply that most of what I need to know about communication I pretty much already know. It’s not my job to show people how to build an SEO program, or how to create an online retail site or create a successful blog site for themselves.

My job is just to know enough about how all this technology works, and what it can theoretically do, to advise people on the best courses of action for their businesses. And then help them get there with good ideas.

If I have to I have at least a dozen people who know all the ins and outs of these various vertical platforms who can advise my client or build them whatever they need to make their businesses go.

So in a way, you could say that my pursuit of Luddite-ness, gives me a kind of objectivity that is very helpful in terms of the advice I give my clients.

And that very objectivity is the thing that businesses need, especially in this day and age when there are literally thousands of digital marketers out there proclaiming that their tech is the answer to the prayers of a client they know virtually nothing about, except the industry they happen to be in.

It Just Does Not Work Like ThatSolving communication challenges, creating strong brands powered by unique selling propositions and all that other good stuff is not, I repeat not, something that should be left in the hands of someone whose vested interest is in a specific vertical silo, be that digital or analog.

It should be left in the hands of the company decision makers and the people they bring on board to strategically connect their business with their prospects.

Because without that critically important step in the process, everybody is simply taking a wild-ass guess. And more often than not just throwing money down the drain.

Being A Luddite Means Projecting A Simple ViewpointBeing unencumbered by technology preferences is not only exhilarating, it’s an absolute necessity for anyone in the communications business.

Because keeping the focus on the business-to-customer relationship always, always, always has to be the first step that every business needs to take in order to ensure any sort of long-term success in the market.

After that has been established, tested and proven, then the choices come into play. Sometimes they are ornate and cutting-edge digital processes. Other times they are something much simpler and more direct.

The Luddite looks at all of this stuff objectively. And that objective point of view is really the element that can be traced directly to smart choices and successful outcomes.

So I’m proud to be an aspiring Luddite, and still be able to create smart, well thought-out solutions for my clients. Because at the end of the day, the decisions you make about communication and the tools you use to make that communication effective are what it’s all about.

There’s no old school or new school, there’s just a right idea in the right place at the right time.

Heere Are Some Quotes By People Who actually Get This

“I’m not a tech guy. I’m looking at the technology with the eyes of my customers, normal people’s eyes.”

~Jack Ma, Creator, Ali Baba

“Our business is about technology, yes. But it’s also about operations and customer relationships.”

~Michael Dell, Dell Computers

“It’s hard to say exactly what it is about face-to-face contact that makes deals happen, but whatever it is, it hasn’t yet been duplicated by technology.”

~Paul Graham

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2025 could bring stagflation into the economy.Stagflation, a grim economic cocktail of stagnant growth and high inflation, can disrupt the financial fabric of any society, but the impact on women is often underexplored. From purse strings to job opportunities, we’ll dissect six ways stagflation can affect women and what it could mean for their financial and social standing.

Job Market Pressures: A Double Squeeze on Employment

In a stagflation scenario, job markets are notoriously tight. Typically, women face steeper odds of finding employment than men—these odds can double during an economic downturn.

With fewer job opportunities and higher competition, women’s unemployment rates can spike, exacerbating income disparities and reducing financial independence.

The job market pressures aren’t just statistical; they play out in myriad day-to-day challenges. For example, women might find it more difficult to secure part-time work market pressures aren’t just statistical; they play out in myriad day-to-day challenges. For example, women might find it more difficult to secure part-time work to fit around caregiving responsibilities or might be at higher risk of losing their jobs due to employer cutbacks on roles frequently held by women, such as retail or service industry positions.

Purchasing Power: The Struggle to Afford Basic Necessities

High inflation during stagflation means the cost of goods and services will rise significantly. This can especially impact low-income households, where women are often the primary earners.

With rising prices, women may struggle to afford necessities such as food, housing, and healthcare. This can make them vulnerable, making it difficult to choose between paying for essential items or meeting other financial obligations.

Moreover, the increase in prices of goods and services can also disproportionately affect women-owned businesses. As they face higher costs for supplies and materials, it becomes more challenging to remain competitive. This can lead to business closures, job losses, and declining economic opportunities for women.

Impact on Education and Career Advancement

Stagflation can also hurt education and career advancement for women. With limited job opportunities and lower wages, it becomes increasingly difficult for women to invest in their education and professional development.

Inflation can also make it more challenging for families to afford higher education for their children, limiting the opportunities available to women in future generations. This perpetuates the cycle of limited economic mobility for women.

Additionally, during stagflation, employers may be less likely to offer salary increases or promotions due to rising costs. This can further impede women’s career advancement and lead to a widening gender pay gap.

Stagflation can severely affect women’s financial stability and career opportunities. It is essential to address economic inequalities and implement policies that support women’s economic empowerment to mitigate the negative impacts of stagflation on women. So, policymakers must proactively tackle stagflation and its implications for women to build a more resilient and sustainable economy. Votes matter.

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Most of us have experienced challenges in our lives that called for resilience. So, we could rightly think of ourselves as resilient entrepreneurs.

Do you ever wonder what it takes to bounce back from life’s toughest moments?

Think about it for a moment. When you hear ‘resilient entrepreneur,’ whose story resonates with you? Perhaps it’s the perseverance of Albert Einstein, who, despite initial academic setbacks, revolutionized our understanding of the universe with his theory of relativity. Or maybe it’s James Dyson, whose relentless experimentation led to the creation of the iconic Dyson vacuum after numerous failed attempts.

Or is it someone closer to home? A friend, a mentor, or even your own story? Someone who, against all odds, rose from the ashes of adversity to not only survive but thrive. If you or someone you know embodies this spirit of resilience, I’d love to hear your story.

The Resilient Dolly Parton

The way I see it, if you want the rainbow, you gotta put up with the rain.

~ Dolly Parton

Regardless of what you think about country music (and I’m a huge fan of classic country), Dolly Parton’s journey exemplifies true resilience. Her story is one of triumph over life’s harshest conditions. Raised in poverty, with her family often struggling to make ends meet, Dolly’s early life was far from easy. Yet, her spirit remained unbroken.

Facing rejections, stereotypes, and even threats, Dolly’s path was anything but smooth. Her unwavering determination has made her a symbol of strength and success. At seventy-seven, she continues to inspire with her unstoppable energy.

We all encounter our unique challenges – financial woes, personal struggles, or professional obstacles. The key lies in how we face them. Intelligence, passion, and faith are crucial, but there’s something else – resilience. This invisible armor enables us to withstand life’s battles and emerge stronger.

What Is Resilience?

Resilience isn’t a single skill. It’s a variety of skills and coping mechanisms.

~ Jean Chatzky

Resilience is about more than just ‘bouncing back’; it’s about adapting, learning, and growing from our experiences. It’s about maintaining our core strength, even when faced with life’s relentless challenges. Real resilience can be messy and challenging, often stirring up a whirlwind of emotions. But it’s also crucial for our overall well-being.

Studies show that those with higher resilience can navigate life’s trials more effectively and they also enjoy better physical health. It’s not about being unaffected by hardships but it’s learning to navigate them with grace and strength.

When Resilience Falters

Life’s not always smooth sailing. Sometimes, even the smallest setbacks can feel overwhelming. When our resilience falters, recovery becomes harder, and new challenges can feel insurmountable. It’s crucial, then, to nurture our resilience, keeping it strong and ready for whatever lies ahead.

Boosting Your Resilience

Here are four actionable tips to enhance your resilience:

Practice Gratitude: Appreciate the small joys – a sunny day, a good meal, a laugh with a friend. Cultivating gratitude helps build a positive outlook, vital for resilience.

Embrace Realistic Optimism: Optimism is essential, but it must be balanced with a realistic view of the situation.

Find Meaning in Challenges: Look for lessons and growth opportunities in difficult situations.

Nurture Your Sense of Humor: Laughter can be a powerful tool in the face of adversity.

The Climb – Embracing the Struggle: We usually perceive adversity as an obstacle; and it often is. Yet, it can also be an opportunity for growth. Facing challenges head-on can be incredibly rewarding, often more so because of the struggle involved. It’s about the journey, the learning, the growth – it’s the climb.

Your Resilience ChallengeIdentify a current challenge in your life. Apply just one resilience strategy to this situation. Notice the impact, no matter how small. Life is a series of actions and reactions – each step, a building block towards growth and change.

If you’d like, please share your challenge and how you overcame it. You may be surprised at the effect you may have as someone else may have encountered something similar and discover a solution through your experience.

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We’re conditioned to believe that those who work the hardest will be the most successful. Rewards will come to those who are the first to arrive and the last to leave. Pedal harder and faster and your efforts will be rewarded.

Amazon is a great example of the “pedal harder and faster” mantra. For years, Amazon has been criticized for treating employees as cogs in the larger business machine. This 2015 New York Times article exposes edicts such as “toil long and late,” and “when you hit the wall from the unrelenting pace, the only solution is to climb the wall” as the Amazonian rules for success. While Bezos has publicly disputed many of the claims, the company manifesto that he wrote himself states, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.”

While Amazon is known for its customer-centric approach, innovative capabilities, and long-term vision, the organization is notorious for putting profits over people. Based on interviews with over 100 ex-staff members, The New York Times discovered that Amazon’s culture exhibited the following characteristics:

• Anonymous evaluations and forced elimination of underperformers: Employees engaged in informal agreements to provide negative feedback for specific colleagues, leading to their termination during annual performance reviews.
• In hostile work environments: individuals were actively encouraged to engage in intense debates and criticism of their co-workers, often reaching levels of humiliation.
• Poor work-life boundaries: Some employees were expected to participate in conference calls while on vacation or work weekends and nights from home. Additionally, the company demonstrated a lack of consideration and empathy toward individuals dealing with personal hardships. Culture 500Culture 500 provides a data-based view of company culture within some of the largest and most powerful organizations in the world. In a collaboration with MIT Sloan Management, Glassdoor and CultureX, they use cutting edge AI and other technology tools to examine how companies measure up on culture in the eyes of employees.

Culture 500 measures company performance across nine cultural values — agility, collaboration, customer orientation, diversity, execution, innovation, integrity, performance, and respect. These values are among the most frequently cited by large companies in their official corporate culture value statements as well as by employees in company reviews, and they are linked to a variety of desirable outcomes like financial performance, innovation, and employee engagement.

Among over 24,000 Amazon employees, the most frequently discussed cultural value is execution, and the most positively discussed value is innovation. While Amazon walks the talk when it comes to customer orientation and innovation, employees don’t experience the same with integrity, performance and respect — the three most negatively perceived values.

Even according to Bezos himself, the currency at Amazon is time and energy for money. Considering that the very definition of energy is the capacity to do work, the logic is twisted. The more time we put in the less energy we have. The less energy we have, the less productive we are. The cumulative effect becomes a powerful current that leads us right out of our peak performance zone.

“To win in the marketplace, you must first win in the workplace.” – Doug Conant, former CEO of Campbell’s Soup

Today’s leading companies strive for continual improvement across the board. Reduce costs, improve processes, increase revenue, streamline processes, build a better widget, be first to market, do more with less. But the most successful companies recognize the currencies that drive high performing, bright employees to achieve those goals. They understand that people go to work for more than a paycheck and are motivated by more than money.

The companies that nurture healthy high-performing teams breed an atmosphere of success by cultivating the kind of culture that inspires people to take pride and ownership in their individual contributions toward to those goals. In fact, employees who feel their contributions are valued are 60% more likely to deliver their peak performance for their employers.

People who love what they do are more engaged. But, people don’t love their jobs because they are making millions of dollars for shareholders. While the bigger bottom line may be the payoff for the organization, it’s rarely what inspires the individual. People love their jobs because they feel like their contributions matter.

“Everyone wants to know that what they do really matters.”
—Bob Chapman

Employee engagement is measured by individuals’ contributions to organizational success as well as the personal satisfaction people feel in their roles. Highly engaged employees are not just committed. They are passionate about the contribution they make to the success of the team, and they feel valued and respected for their talents. That collective passion fuels a collaborative culture rather than a combative one. These are the teams that recognize the competition is not “inside the house,” but out there.

Engagement isn’t a utopian ideal. In fact, a sense of belonging and value are innate human needs that contribute to the highest level of self motivation. Psychologists refer to this as self-actualization, and it ‘s the realization of one’s full potential – being the best one can be. People actually want to contribute to something bigger than themselves. Their level of engagement is defined by the alignment between the satisfaction they get from the contributions they are able to make.

“The engaged stay for what they can give; the disengaged stay for what they can get or leave to give their talents to someone else.”

A highly engaged culture, however, is not synonymous with a kinder, gentler, happier workplace. Happy people do not automatically create an engaged culture. The irony of a “smile and nod” culture is that, while it might feel good, it can actually cripple innovation by creating an environment where there is no impetus to change or there is too much pressure against rocking the boat to welcome new ideas.

Overachievers are looked down upon because they make mediocrity feel uncomfortable. Disagreements are uncomfortable. Challenge is uncomfortable. The status quo often wins. The 7 most expensive words in business, ‘We have always done it this way,’ not only prohibit the next big idea, they discourage people from even thinking about the next big idea.

“We tried that once; the guy who came up with the idea isn’t here anymore.”

Full engagement happens in a culture that inspires people to stretch and challenge themselves and each other. It isn’t written down in a binder; it’s deeply embedded in the way people feel about their capacity to contribute. Enabling people to take risks leads to innovation, creativity, and process improvement. But it requires a healthy balance between challenging new ideas and promoting teamwork.

Productive disagreements shouldn’t be sacrificed by harmony, nor should candor and respect. A healthy challenge of ideas is essential. Without it, people fall into the status quo mindset laced with apathy or complacency. However, challenging the status quo only works within the context of healthy relationships built upon mutual respect.

Organizations that truly want to not only achieve but fuel sustainable peak performance have to consider a new value exchange. What does it take to engage employees, enable them to contribute productively to organizational goals, and create the conditions where everyone operates within their zone of peak performance?

Care and empathy can coexist in a culture that fosters candor and honesty. Likewise, candor and honesty can be delivered with respect. Leaders who foster a culture of respect, learning, and individual contribution don’t take capacity for granted and they don’t mistake time for value. They create the conditions necessary for people to work in their performance zone and encourage them to shift to the renewal zone when they need to. These are the leaders that have the maturity and the vision to recognize that the health of the organization is defined by the health of the people within it.

So, the million-dollar question is this: What is the price of success? Perhaps it’s a good time to take inventory what you do each day, how it makes you feel, and how it impacts others.

The only way to do great work is to love what you do.

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In a world marked by rapid technological advancements, shifting cultural values, and a renewed focus on social and environmental responsibility, the concept of organizational development has evolved beyond its traditional confines.

While the traditional models of growth emphasized the pursuit of profit and efficiency, a new paradigm has emerged—one that encompasses a more holistic approach to organizational development.

This chapter explores the transformative journey of organizational development, tracing its evolution from conventional growth models to the embrace of holistic paradigms, all within the context of servant leadership.

The Genesis of Organizational Development: Traditional Growth Models

Historically, the primary goal of organizational development was centered on financial success and market dominance. Businesses sought to increase profitability through strategies such as cost reduction, operational efficiency, and market expansion.

While these approaches delivered results in terms of bottom-line growth, they often overlooked the broader impacts of their operations. Employee well-being, community engagement, and environmental sustainability were secondary considerations, leading to a skewed perspective that failed to address the intricate interplay between business and society.

The Rise of Holistic Organizational Development: Beyond the Balance Sheet

The transition towards holistic organizational development signals a shift from profit-centric metrics to a more comprehensive approach. This approach recognizes that an organization’s growth is intertwined with its impact on various stakeholders—employees, customers, communities, and the environment.

Holistic development acknowledges the intricate relationships that exist within and beyond organizational boundaries, advocating for a harmonious coexistence rather than a one-sided pursuit of growth.

The holistic paradigm acknowledges that an organization’s long-term viability is directly linked to its ability to create shared value. This entails aligning business strategies with societal needs, ensuring that growth contributes positively to both economic prosperity and social well-being.

Holistic organizational development strives to create an ecosystem where organizations thrive not in isolation, but as integral parts of a larger societal fabric.

Servant Leadership as the Guiding Light: Aligning Holistic Values

In the midst of this transformative shift, servant leadership emerges as a natural fit—a philosophy that aligns perfectly with the ideals of holistic organizational development. Rooted in the belief that leadership is synonymous with service, servant leadership fosters an environment where the growth of individuals, the empowerment of employees, and the well-being of the community are paramount.

The core principles of servant leadership—empathy, active listening, humility, and a commitment to nurturing potential—resonate profoundly with the ethos of holistic development. Servant leaders view their role not as dictators, but as facilitators of growth. They create spaces where open communication thrives, ideas are valued, and a sense of shared purpose is cultivated.

By placing the well-being of their teams and the community at the forefront, servant leaders inherently align with the holistic perspective, ensuring that growth transcends financial numbers and encompasses a broader positive impact.

A Holistic Development Framework: Integrating Holistic Values

Holistic organizational development, guided by servant leadership, introduces a framework that extends beyond financial measures. It encompasses a spectrum of factors including employee engagement, diversity and inclusion, ethical practices, environmental sustainability, and community engagement. By considering these elements collectively, organizations ensure that their growth aligns with the well-being of all stakeholders, leaving a positive imprint on society.

Servant leadership serves as the connective tissue within this framework. It encourages leaders to embody qualities of empathy and compassion, making decisions that resonate with the organization’s purpose and values. By fostering an environment of trust and collaboration, servant leaders empower employees to thrive, innovate, and contribute meaningfully to the organization’s growth trajectory.

The Path Forward: Holistic Organizational Development through Servant Leadership

The convergence of holistic organizational development and servant leadership ushers in a new era of leadership—one that acknowledges the intrinsic interdependence between organizational success and societal well-being.

This chapter sets the stage for the exploration of servant leadership’s multifaceted role in the holistic growth journey. As we delve deeper into the subsequent chapters, we will uncover how servant leadership principles empower individuals, foster collaboration, navigate change, and ultimately pave the way for organizations to flourish holistically in an interconnected world.

In the chapters that follow, we will explore how servant leadership serves as the cornerstone for navigating change, embracing diversity, nurturing employee well-being, fostering purpose-driven performance management, and envisioning a future where organizations thrive through authentic connections and sustainable impact.

As we embark on this transformative journey, we invite you to explore the intersection of servant leadership and holistic organizational development, discovering how these principles can reshape the way we lead, grow, and create meaningful change in the modern world.

Reflections

1. Understanding Evolution: Reflect on your current understanding of organizational development. How has this evolved over time, and how does the concept of a ‘holistic paradigm’ fit into this evolution?
2. Personal Experience: Think about an organization you have been a part of. How did its development approach align or contrast with the holistic paradigms discussed in this chapter?
3. Challenges and Solutions: What challenges do organizations typically face when shifting towards a holistic development approach? Can you think of any solutions or strategies that might help overcome these challenges?
4. Holistic Impact: Consider the broader impact of embracing a holistic paradigm in organizational development. How do you think this approach affects employees, leadership, and organizational success?
5. Case Study Reflection: Reflect on a case study presented in this chapter. What key lessons can be learned, and how can they be applied in real-world organizational settings?
6. Future Perspectives: How do you envision the future of organizational development? What role will holistic paradigms play in shaping this future?

These questions are designed to encourage deep thinking and personal engagement with the concepts discussed in Chapter 1, aiding in the understanding and application of holistic paradigms in organizational development.

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The skills that made me highly successful as a Worldwide Crisis Manager started in early childhood when I lived with my divorced father and a group of men in a house. I was taught to fend for myself in many things that would normally be handled by a mother. All the males were involved in trades of all kinds, including construction, auto, and all kinds of machine repair so I was taught how to repair anything and everything when it broke just like everyone else. I don’t ever remember any outside help ever being called for anything. With the knowledge inside the house, we could solve any repair or building problem. We had a variety of animals on our property, including chickens, turkeys, ducks, and rabbits.

On weekends, we would hunt and fish, so knowing how to prepare food from live animals was essential. I fired my first shotgun at age ten and that did not go so well. There was a lot of laughter, but it was not so funny to me when it lifted me completely off the ground as it knocked me over backward! I proved my value when we went hunting, we were never able to properly train a dog, so my job was to retrieve anything that was shot and went down on the land or in the water.

That early training worked well for me later in my Air Force Arctic and Desert survival training and later in some extreme skiing situations. When many people turned down the opportunities to repair aircraft in flight was confident that I knew enough to handle any situation, save some lives, and help accomplish many missions. My longevity of being a part of the IBM Mainframe Era and now being able to use that “assisted knowledge” as a part of the AI Revolution is something valuable, I am very proud of and plan to enjoy to the fullest.

I was allowed to create the Crisis Management role after winning the top technical award in a company. My role in crisis management involved coordinating specialized teams to rapidly respond to and resolve major IT, security, and communication issues on a global scale. The skills I developed include rapid response, expertise allocation, cross-functional collaboration, global reach, knowledge management, resource allocation, and incident command/oversight. The ability to manage critical situations is crucial for preventing disruptions or risks. My experience in crisis response, assembling experts, and utilizing my skills prepared me for managing high-stakes challenges, which will be assets in navigating the coming “AI Revolution”.

Maintaining composure and leveraging specialized teams in a coordinated way is crucial during crises and imperative for success.

The skills I developed before, during, and after my Crisis Management role, are highly valuable for the coming revolution, and I have experience in effectively utilizing many of them. I am incredibly excited about combining my natural skills with augmented Intelligence, also known as intelligence amplification. This AI is designed to enhance and complement human intelligence rather than replace it. Augmented intelligence systems work alongside humans to improve decision-making, problem-solving, and task completion.

My long history of Crisis Management skills has allowed me to come into any situation with the confidence that I will be able to find a way to resolve it successfully. Once I analyze the information and form an initial team, I incorporate additional skills as necessary to solve the problem. Many times the key to what I accomplish is to recognize something that is being overlooked.

An ongoing issue usually causes some level of frustration. Arriving at one project, I gathered all parties involved in a single room and announced that… “the Crisis team has arrived, we have never failed, and the problem will be solved!” “We have successfully done this before and the speed at which the resolution will happen depends on how much cooperation we receive.” I also added, “That will be the only thing that will slow us down!” I must have pressed the right button because there was a period of silence, and the highest-level and loudest manager went silent and grinned! The mood of the whole room became supportive. I know that many times, confidence can be everything! Most of the people that we helped were very happy to see our team arrive but, in many cases, the local management team did not want us to be successful because the perception was that it would make them look incapable. In many cases that was true and after some problems were resolved people were released or reassigned.

I am working and studying long hours every day to make certain that I can prove that I am a model of what can be achieved with Augmented Intelligence and a very high and lengthy level of natural, practical skills. I am very excited about another beginning!

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A note about Helpful Questions Change Lives:

If you’re curious about why you experience life as you do and what changes your experience when it’s unhelpful, the posts in my first series can help. They invite you to look more closely at the relationship you have with you. Especially the sensations, thoughts, and feelings that make up, and automatically appear as the contents of your consciousness in any moment. They invite inquiry into how liberating it can be to entertain and play with these unique-to-you contents, rather than be entertained or hijacked by them.

I make such an invitation because it’s that freedom bit that helps change lives – for the better. You not only see why your experience unfolds as it does more clearly, but why others behave as they do too.

Series 2 explores what makes sense to you in your relationship with the different groups you’re a part of – teams at work, professional networks, family and friends, for instance.

Suppose you, and other members of these groups were NOT bound by sense making that no longer helps you. Then what?

Enjoy playing with and wondering about what works for you on the questions in this series. Let me know in the comments if they help or not.

Colin Newlyn began The Decrapify Work Not-Newsletter as..

“a form of therapy… A way to work out loud, to figure out what I think and to connect with others who see the world in a similarly sideways and outraged fashion.”

His outrage is supported by numerous workplace engagement surveys, done by Gallup, Deloitte and many others, all of which point to high levels of disengagement among two-thirds of employees – and here’s the rub – persistently across about 20 years of surveying who knows how many people, yielding millions of data points, all around the world.

A post inEliza Filby’s Newsletter called Introducing Inheritocracy asked this question “Do young people want to be managers?”

Citing influencers on TikTok and an article in The Independent she writes..

“While we shouldn’t take a TikTok trend as representative of anything anymore, it’s interesting to note how prevalent this feeling is amongst older Gen Z/early Millennials (between 24-30) who entered the workplace at a time of the pandemic and who now find themselves in management positions. They were never exposed to good practise in this area themselves, and so are struggling now. The legacy of COVID continues to be felt at different points throughout the career ladder”.

Over the last 30+ years I’ve had countless coaching-and-mentoring conversation with leaders in both public and private sector organisations. Most entered these from a stressed state of mind to differing degrees. One big contributing factor, I concluded, connects to the way they think about their role. Being the chief sense maker, decision taker and action initiator, may have felt exciting once, but, over time, overwhelms many.

If my work points to leaders’ stressed, overwhelmed states of mind with respect to how they think about their role. And, among others, Colin’s speaks up on behalf those who’ve been on the wrong end of poor leadership. While Eliza highlights why many of the younger generation don’t want more of the same – not to mention you’re own direct experience of leading and leaders, of course, – we might conclude that many people believe leadership, as we’ve known it, isn’t working.

Our beliefs about leadershipBeliefs about the role a leader plays can hang around for a long while. They get passed on from one generation to the next. They are reinforced via art, literature and films. They take on more relevance and meaning when experienced first hand. And, like us, they may evolve and adapt as circumstances change. But they may not too. We have a tendency to hold on to beliefs. Which is why we get stuck sometimes.

Though I was once a subscriber to the belief that leaders are born not made, that doesn’t make sense to me now. In my experience, we are all provided with opportunities to take a lead even when we don’t see ourselves in a formal leadership role. Life invites is to make sense of being a parent, losing a loved one, getting married, caring for a friend, choosing a career, bringing out the best in others, having purpose, crafting a culture in our workplaces and other groups we’re proud of, resolving the inevitable differences that arise in these, and more. We may not always recognise it, but such sense making, choice making, and action taking opportunities are abundant.

Our beliefs about the leader’s role determine whether and how we seize such opportunities.

No matter whether you have a formal leadership role in a business or family, say, or are taking a lead on a particular issue, look at the beliefs we can each hold about leadership below. Note which resonate with you – that is to say what you’re drawn to, and which you find less attractive, because it’s less you, as it were.

Knowing what kind of beliefs about leadership automatically show up in you, makes playing with each, and wondering which are most helpful in your circumstances, easier.

1. The Tribal Leader

You see your role in terms of protecting your tribe and bringing cohesion to it. To be the one who is relied on for communal survival because of your strength, wisdom, and skill.

Though rooted in early human societies, this same belief can be seen today in those who run their part of the organisation, or family, as fiefdoms or factions, and are tribal in how they relate to others and compete for resources.

2. The Divine Right Leader

You believe your role is to deliver on a divine-given mission, which you see as essential for stability, order and authority. To be the one on whom power is bestowed and centralised as a way protecting the mission, or God’s work, and growing the number of fellow ‘believers’.

The consolidation of power through hereditary rule was often legitimised by claims of divine right, linking leadership to religious beliefs and establishing dynastic traditions. In modern times monarchies still prevail – think King Charles III’s divine-like coronation ceremony, which epitomised this belief. More commonplace, though, are leaders of dynasties or big family-run organisations who believe their mission is inspired by divine intervention and seek fellow disciples to enact it.

3. The Warrior or Military Leader

You see your role is to gain authority through conquest and (military-like) strength. To be the one who can maintain control and protect conquered territories (or market share gains.)

The feudal system thrived on a hierarchical structure, and leadership was closely tied to military prowess. Kings and lords gained authority through winning military battles using strategies designed to defeat an enemy, step by step. We get the term ‘command and control’ from here – needed to ensure each step of a strategy is executed well. Competitive marketplaces are often thought of as being analogous to battlefields and war.

4. The Enlightened Leader

You feel your role is to govern for the betterment of societal progress as a whole. To be the one who embraces, articulates and enacts new intellectual and philosophical shifts.

Rooted in The Age of Enlightenment, this belief marked a shift toward reason, science, and human rights. Leaders fostering the growth of cross-border collaborative networks, working on science-related topics such as vaccine research and climate change, would be examples of modern-day equivalents.

5. The Captain of Industry Leader

You see your role is to oversee enterprises that can manage complex processes, and navigate societal transition with attendant economic shifts. To be the one who can clearly envisage the benefits new technology brings before others have any inkling of these.

The Industrial Revolution brought about significant technological disruption, from agricultural to industrial production. New captains or pioneers like Brunel in the UK, Rockefeller in the US, and Benz in Europe, were driven by the benefits innovative new technology brings. Modern day captains in this digital age are epitomised by Bill Gates, Steve Jobs, Elon Musk, and leaders of many different start ups including those building new blockchain and AI technologies on Web 3.0.

6. The Inspirational Leader

You believe your role is to inspire others and win their hearts and minds. To be the one who sets out a clear vision of what is possible, builds up people’s resilience and motivates them in the face of rapid social changes.

The 20th century witnessed a shift toward this belief about leadership, especially at times of war, think Churchill regarding the cause of freedom, Gandhi and Mandela on equality, and on inspiring a nation to bold technical accomplishments, think JKF and the Apollo programme to the moon.

7. The Servant Leader

You feel your role is to be of service to those in your organisation or family whose work is valuable, and on which others depend. To be the one who understands wellbeing, inclusivity and the impact both have on collaboration and, ultimately, what is and isn’t achievable.

The shift to servant leadership responded to a growing awareness of the importance of wellbeing and engagement – the extent to which group members feel good about the way things get done and play a full part in making them even better.

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Each day presents us with new challenges, opportunities for personal growth, and empowerment. However, the most daunting ones can trigger anxiety, especially when we feel we lack the natural talent or the necessary skills to overcome them. Negative comments from others, such as ‘It’s time to give up; you will never make it!’ can exacerbate this anxiety. But remember, these are just hurdles on your path to success, not showstoppers. Our blog offers insights on how to overcome anxiety for better outcomes.

Negativity hits each of us occasionally, and we wonder whether we will make a fool of ourselves or if there is a way past the situation to focus on what we most desire. Time and again, anxiety kicks in due to these matters, raising the question: Is it possible to overcome the stress for better outcomes, or do I need to face the blunt facts shared with me that it’s time to give up?

The Positive MindsetLive Life Without Regret.

We only have one life to live. Imagine how you might feel if you did not give an issue your all to correct it and move on. If you can’t fix a problem, ask a friend for help or hire help as necessary.

I sincerely appreciate that Executives Diary Magazine has published my story, https://lnkd.in/gsHG3bG5, and posted it on LinkedIn. My experiences are meant to inspire readers to reconsider their seemingly low points, assure them that they are not alone, and encourage the reconstruction of thinking to reach new heights.

Sometimes, walking alone is necessary to motivate our mind, body, and spirit to achieve new heights. Without a doubt, a positive mindset opens many more doors.

Embrace Your Long-Term Vision Always

Before you sleep at night, make it a habit to recall what you ultimately want to accomplish. Upon awakening, do the same, plus review the goals necessary to complete that day to move a baby step further toward your distant achievement.

Motivational Thoughts to Embrace:

• We only have one life to live; it’s our duty to live it our way.
• Realize that statistics are temporary.
• Tomorrow is a blank canvas; begin painting your future today.

Take A Time-Out for Yourself

Long ago, I was taught that a computer must be rebooted when it isn’t operating correctly, and it’s wise today to do the same for ourselves. Accordingly, when anxiety on any level hits, and depending upon the weather, make time to enjoy the outdoors with a run, hike, walk, or bike ride, allowing your mind to wander. In the wintertime, go to the gym to strengthen your muscles, body, and mind; even better, find time to do so all year!

All the while, allow free-flowing thought that suddenly appears to be your magic wand, bringing new ideas to mind. Give each one due consideration to begin with the recurring one while advancing to testing, revision, and testing again to ensure it works well and complements the other strategies already in place. Creative projects and embracing memorable songs can open our minds to previously missed ideas.

The lyric titles that speak to me are:

‘Listen to the Music,’ by the Doobie Brothers

‘The Answer is Blowing In the Wind,’ by Cat Stevens.

Focus On the Worst to Realize the Best

Most of us ‘have been there,’ from annoyances to seeming catastrophes. Reflecting on how far we have come is always good when we have troublesome days, particularly when the next disaster hits. Use it to give yourself a pep talk to move past the dilemma and return to what matters most.

In Conclusion: Overcome Anxiety for Better Outcomes

Finally, we only have one life to live. Acknowledging this fact leads to realizing that we must live without regret. When we commit to fixing small or significant issues, we can look back and realize how far we have come. Finally, embrace the community spirit by sharing the best of what you learn, feel the joy for all you have accomplished and shared in your lifetime, and live life to its fullest!

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In the labyrinth of financial challenges, the IRS Hardship Program stands out as a beacon of hope for those navigating turbulent waters. This program, offered by the Internal Revenue Service, provides a lifeline to individuals and families facing overwhelming financial burdens. Understanding its intricacies and benefits can make a difference for those in need.

In this article, we’ll explore the IRS Hardship Program’s profound benefits and illuminate how it can serve as a sanctuary during times of financial distress. If you’re experiencing tax-related hardships, the experts at Tax Law Advocates can guide you through the process with compassion and expertise.

Understanding the IRS Hardship ProgramA branch within the IRS – the Current Noncollectible (CNC) status – helps hardship debtors who cannot pay off their tax burden because of financial struggles. The program for the moment puts on hold the collection activities of the IRS and offers help to the taxpayers who are trying to keep on their toes by surpassing their month-end pay-off. To be eligible for CNC, taxpayers have to render that it is reasonable enough to grant taxpayers an exemption from making the repayment of the tax payment, otherwise, they will be trapped in a state of extreme economic hardship to afford the basic necessities.

Eligibility CriteriaWhether a property owner qualifies for the IRS Hardship Program or not when critical criteria are taken into account such as income, expenses, assets, and financial position is the main concern. Taxpayers need to provide detailed records in support of their application which should include income statements, a statement of comparison of income and expense statements, an asset valuation certificate, and so on. The IRS conducts a thorough investigation of every case on a case-by-case basis to determine whether any medical expenses, job loss, disability, or any other factors that could have a growing impact on the financial condition of the taxpayer were present.

Benefits of CNC StatusGrants for stays of collections from the IRS with the IRS hardship program have plenteous advantages on the entitled taxpayers. It is with this factor that creditors cannot be able to engage in any form of collection actions that will include wage garnishment, bank levy, or property seizure. Meanwhile, the relief provides the opportunity for individuals to regain their financial balance and the ability to their economic problems head-on. Subsequently, CNC offers treatment and the chance to accrue this penalty, which prevents further magnification of the fiscal debt.

Additionally, CNC status represents an avenue for long not permanent resolution of tax debt issues. In a while on a CNC status, the IRS usually holds active collections, indicating the taxpayers have the opportunity to work on financials struggling and winding up stable. To do it, you can consider for example: looking for a job, cutting down expenses, or trying out some other sources to raise income and stability. On different occasions, taxpayers might be capable of coming to terms with the installment agreement or other provisions since they prepare the filing for Freedom from the tax obligation.

Navigating the ProcessAlthough the IRS Hardship Program could be complex enough to exhaust a normal person, it could be the only option for those in trouble or financial hardship to get back to due to the same reason. At the same time, Tax Law consultants stand forth to assist with answers and guidance. The services of tax consultants who are experienced can be very helpful to taxpayers to navigate well the conditional complicated processes of having CNC status and ensure they have filed all required documents on time. Furthermore, Tax Law representatives can act on behalf of the taxpayers, bartering with the IRS to achieve the best desirable solution.

ConclusionWhen individuals feel struggling, the IRS Hardship Program is like a bright line that helps them to deal with tax debt. The absent-minded consumer who is already overwhelmed by feelings of guilt and anxiety may reach for a snack to alleviate these emotions, thereby adding yet another layer of stress. In spite of the complexity of the issue, knowing how to cope with the IRS Hardship Program becomes a mandatory task, which is why seeking professional help from Tax Law Advocates and attorneys will be the right choice. Forming links with organizations of experts in tax resolution and with advocates to discover peace and guidance toward financial stability and tax relief would benefit individuals greatly.

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Tim O’Reilly, UCL; Ilan Strauss, UCL; Mariana Mazzucato, UCL, and Rufus Rock, UCL

Time and again, leading scientists, technologists, and philosophers have made spectacularly terrible guesses about the direction of innovation. Even Einstein was not immune, claiming, “There is not the slightest indication that nuclear energy will ever be obtainable,” just ten years before Enrico Fermi completed construction of the first fission reactor in Chicago. Shortly thereafter, the consensus switched to fears of an imminent nuclear holocaust. Similarly, today’s experts warn that an artificial general intelligence (AGI) doomsday is imminent. Others retort that large language models (LLMs) have already reached the peak of their powers.

It’s difficult to argue with David Collingridge’s influential thesis that attempting to predict the risks posed by new technologies is a fool’s errand. Given that our leading scientists and technologists are usually so mistaken about technological evolution, what chance do our policymakers have of effectively regulating the emerging technological risks from artificial intelligence (AI)?

We ought to heed Collingridge’s warning that technology evolves in uncertain ways. However, there is one class of AI risk that is generally knowable in advance. These are risks stemming from misalignment between a company’s economic incentives to profit from its proprietary AI model in a particular way and society’s interests in how the AI model should be monetised and deployed.

Photograph of Albert Einstein in his office at Princeton University, New Jersey, taken by Roman Vishniac in 1942.
The Magnes Collection of Jewish Art and Life/Flickr, CC BY-NC-SAThe surest way to ignore such misalignment is by focusing exclusively on technical questions about AI model capabilities, divorced from the socio-economic environment in which these models will operate and be designed for profit.

Focusing on the economic risks from AI is not simply about preventing “monopoly,” “self-preferencing,” or “Big Tech dominance”. It’s about ensuring that the economic environment facilitating innovation is not incentivising hard-to-predict technological risks as companies “move fast and break things” in a race for profit or market dominance. It’s also about ensuring that value from AI is widely shared, by preventing premature consolidation. We’ll see more innovation if emerging AI tools are accessible to everyone, such that a dispersed ecosystem of new firms, start-ups, and AI tools can arise.

OpenAI is already becoming a dominant player with US$2 billion (£1.6 billion) in annual sales and millions of users. Its GPT store and developer tools need to return value to those who create it in order to ensure ecosystems of innovation remain viable and dispersed.

By carefully interrogating the system of economic incentives underlying innovations and how technologies are monetised in practice, we can generate a better understanding of the risks, both economic and technological, nurtured by a market’s structure.

Market structure is not simply the number of firms, but the cost structure and economic incentives in the market that follow from the institutions, adjacent government regulations, and available financing.

Degrading quality for higher profitIt is instructive to consider how the algorithmic technologies that underpinned the aggregator platforms of old (think Amazon, Google and Facebook among others) initially deployed to benefit users, were eventually reprogrammed to increase profits for the platform. The problems fostered by social media, search, and recommendation algorithms was never an engineering issue, but one of financial incentives (of profit growth) not aligning with algorithms’ safe, effective, and equitable deployment. As the saying goes: history doesn’t necessarily repeat itself but it does rhyme.

To understand how platforms allocate value to themselves and what we can do about it, we investigated the role of algorithms, and the unique informational set-up of digital markets, in extracting so-called economic rents from users and producers on platforms. In economic theory, rents are “super-normal profits” (profits that are above what would be achievable in a competitive market) and reflect control over some scarce resource. Importantly, rents are a pure return to ownership or some degree of monopoly power, rather than a return earned from producing something in a competitive market (such as many producers making and selling cars). For digital platforms, extracting digital rents usually entails degrading the quality of information shown to the user, on the basis of them “owning” access to a mass of customers.

For example, Amazon’s millions of users rely on its product search algorithms to show them the best products available for sale, since they are unable to inspect each product individually. These algorithms save everyone time and money: by helping users navigate through thousands of products to find the ones with the highest quality and the lowest price, and by expanding the market reach of suppliers through Amazon’s delivery infrastructure and immense customer network. These platforms made markets more efficient and delivered enormous value both to users and to product suppliers. But over time, a misalignment between the initial promise of them providing user value and the need to expand profit margins as growth slows has driven bad platform behaviour. Amazon’s advertising business is a case in point.

Amazon’s advertisingIn our research on Amazon, we found that users still tend to click on the product results at the top of the page, even when they are no longer the best results but instead paid advertising placements. Amazon abuses the habituated trust that users have come to place in its algorithms, and instead allocates user attention and clicks to inferior quality, sponsored, information from which it profits immensely. We found that, on average, the most-clicked sponsored products (advertisements) were 17% more expensive and 33% lower ranked according to Amazon’s own quality, price, and popularity optimising algorithms. And because product suppliers must now pay for the product ranking that they previously earned through product quality and reputation, their profits go down as Amazon’s go up, and prices rise as some of the cost is passed on to customers.

Amazon is one the most striking examples of a company pivoting away from its original “virtuous” mission (“to be the most customer-centric company on Earth”) towards an extractive business model. But it is far from alone.

Google, Meta, and virtually all other major online aggregators have, over time, come to preference their economic interests over their original promise to their users and to their ecosystems of content and product suppliers or application developers. Science fiction writer and activist Cory Doctorow calls this the “enshittification” of Big Tech platforms.

But not all rents are bad. According to the economist Joseph Schumpeter, rents received by a firm from innovating can be beneficial for society. Big Tech’s platforms got ahead through highly innovative, superior, algorithmic breakthroughs. The current market leaders in AI are doing the same.

So while Schumpeterian rents are real and justified, over time, and under external financial pressure, market leaders began to use their algorithmic market power to capture a greater share of the value created by the ecosystem of advertisers, suppliers and users in order to keep profit growing. User preferences were downgraded in algorithmic importance in favour of more profitable content. For social media platforms, this was addictive content to increase time spent on platform at any cost to user health. Meanwhile, the ultimate suppliers of value to their platform – the content creators, website owners and merchants – have had to hand over more of their returns to the platform owner. In the process, profits and profit margins have become concentrated in a few platforms’ hands, making innovation by outside companies harder.

A platform compelling its ecosystem of firms to pay ever higher fees (in return for nothing of commensurate value on either side of the platform) cannot be justified. It is a red light that the platform has a degree of market power that it is exploiting to extract unearned rents. Amazon’s most recent quarterly disclosures (Q4, 2023), shows year-on-year growth in online sales of 9%, but growth in fees of 20% (third-party seller services) and 27% (advertising sales).

What is important to remember in the context of risk and innovation is that this rent-extracting deployment of algorithmic technologies by Big Tech is not an unknowable risk, as identified by Collingridge. It is a predictable economic risk. The pursuit of profit via the exploitation of scarce resources under one’s control is a story as old as commerce itself. Technological safeguards on algorithms, as well as more detailed disclosure about how platforms were monetising their algorithms, may have prevented such behaviour from taking place. Algorithms have become market gatekeepers and value allocators, and are now becoming producers and arbiters of knowledge.

Risks posed by the next generation of AIThe limits we place on algorithms and AI models will be instrumental to directing economic activity and human attention towards productive ends. But how much greater are the risks for the next generation of AI systems? They will shape not just what information is shown to us, but how we think and express ourselves. Centralisation of the power of AI in the hands of a few profit-driven entities that are likely to face future economic incentives for bad behaviour is surely a bad idea.

Thankfully, society is not helpless in shaping the economic risks that invariably arise after each new innovation. Risks brought about from the economic environment in which innovation occurs are not immutable. Market structure is shaped by regulators and a platform’s algorithmic institutions (especially its algorithms which make market-like allocations). Together, these factors influence how strong the network effects and economies of scale and scope are in a market, including the rewards to market dominance.

Technological mandates such as interoperability, which refers to the ability of different digital systems to work together seamlessly; or “side-loading”, the practice of installing apps from sources other than a platform’s official store, have shaped the fluidity of user mobility within and between markets, and in turn the ability for any dominant entity to durably exploit its users and ecosystem. The internet protocols helped keep the internet open instead of closed. Open source software enabled it to escape from under the thumb of the PC era’s dominant monopoly. What role might interoperability and open source play in keeping the AI industry a more competitive and inclusive market?

Disclosure is another powerful market-shaping tool. Disclosures can require technology companies to provide transparent information and explanations about their products and monetisation strategies. Mandatory disclosure of ad load and other operating metrics might have helped to prevent Facebook, for example, from exploiting its users’ privacy in order to maximise ad dollars from harvesting each user’s data.

But a lack of data portability, and an inability to independently audit Facebook’s algorithms, meant that Facebook continued to benefit from its surveillance system for longer than it should have. Today, OpenAI and other leading AI model providers refuse to disclose their training data sets, while questions arise about copyright infringement and who should have the right to profit from AI-aided creative works. Disclosures and open technological standards are key steps to try and ensure the benefits from these emerging AI platforms are shared as widely as possible.

Market structure, and its impact on “who gets what and why”, evolves as the technological basis for how firms are allowed to compete in a market evolves. So perhaps it is time to turn our regulatory gaze away from attempting to predict the specific risks that might arise as specific technologies develop. After all, even Einstein couldn’t do that.

Instead, we should try to recalibrate the economic incentives underpinning today’s innovations, away from risky uses of AI technology and towards open, accountable, AI algorithms that support and disperse value equitably. The sooner we acknowledge that technological risks are frequently an outgrowth of misaligned economic incentives, the more quickly we can work to avoid repeating the mistakes of the past.

We are not opposed to Amazon offering advertising services to firms on its third-party marketplace. An appropriate amount of advertising space can indeed help lesser-known businesses or products, with competitive offerings, to gain traction in a fair manner. But when advertising almost entirely displaces top-ranked organic product results, advertising becomes a rent extraction device for the platform.

An Amazon spokesperson said:

“We disagree with a number of conclusions made in this research, which misrepresents and overstates the limited data it uses. It ignores that sales from independent sellers, which are growing faster than Amazon’s own, contribute to revenue from services, and that many of our advertising services do not appear on the store.

Amazon obsesses over making customers’ lives easier and a big part of that is making sure customers can quickly and conveniently find and discover the products they want in our store. Advertisements have been an integral part of retail for many decades and anytime we include them they are clearly marked as ‘Sponsored’. We provide a mix of organic and sponsored search results based on factors including relevance, popularity with customers, availability, price, and speed of delivery, along with helpful search filters to refine their results. We have also invested billions in the tools and services for sellers to help them grow and additional services such as advertising and logistics are entirely optional.”

Tim O’Reilly, Visiting Professor of Practice at the UCL Institute for Innovation and Public Purpose, UCL; Ilan Strauss, Head of Digital Economy Research, UCL; Mariana Mazzucato, Professor in the Economics of Innovation and Public Value and Founding Director of the UCL IIPP, UCL, and Rufus Rock, Researcher, Institute for Innovation and Public Purpose, UCL

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Whatever the sporting discipline, those who coach have the task of preparing the athlete to give their best in competition. Then there are those who transform training into the simple execution of orders.

The authoritarian approach in training is as widespread as it is harmful.

The challenge is no longer reserved for sporting performance. The competition expands and the athlete not only faces his opponents, but also his teammates, trainers and coaches.

There are those who, under such pressure, give their best, win, become a champion and unconsciously also become an example legitimizing this type of authoritarian training: it almost seems that sporting success comes thanks to the harshness of the coach, when instead it comes, more often, by the resilience of the athlete, able to resist, to improve, despite the humiliations of those who should be his ally.

Not only that, but there are many other potential champions who do not have the same resilience and will to overcome the “harassment” of authoritarian coaches and remain unfulfilled promises, anonymous data of statistics on sports abandonment. From them the coach, with his authoritarianism, has obtained the only result of distancing them from the activity and also reducing their well-being and self-esteem.

The relationship between coach and athlete should instead be deeper and more bon, based on an empty relationship of authority. For potential to become reality, trust is needed: from the athlete towards those who train him, from the coach towards those who are training.

That is how the exhausting training sessions are not carried out out of blind obedience to orders, but out of the trust placed in the mutual relationship, with the authentic awareness that the aim of the training is improvement, sporting, but ultimately also human, of the athlete. And only in this way do the weight of expectations, the pressure of competition, lighten, finally when it is understood that the first fan of whoever is competing must be on the bench.

Sorry, I realize now that, due to my sporting passion, I indulged in talking about sport when I wanted to talk about the relationship of trust in the company. However, if you think about it, situations like those described above can still be configured even in companies.

The authoritarian (not authoritative!!) attitude creates a situation similar to the one just described: if mutual trust does not arise, only a few talents emerge, energy and potential are wasted, turnover increases, the environment becomes toxic even among colleagues.

The relationship of trust in the company is fundamental: it makes the relationship with the customer possible, directly influences the economic results and is an inevitable prerequisite for better performance.

Trust is the basis of all relationships, especially between a manager and his collaborators. On the one hand, the manager relies on the skills, seriousness and work of the employees; on the other hand, employees rely on the manager for their professional growth and well-being in the workplace.

Unfortunately, there are managers who have not yet realized the importance of creating a company culture based on trust.

Trust management, on the other hand, is a corporate objective to be treated with attention, planning, consistency and commitment.

A strong bond of trust between the two parties is essential even to create a positive and high-performance work environment.

It is trust that binds people, strengthens bonds, and gives rise to collaborations and exchanges. It is the force that creates projections, expectations, involvement. It can open up a world of opportunities.

Building employee trust is also important for the long-term success of the company. The real challenge, in fact, is to be able to build trust and maintain it over time.

Only in this way do employees trust their managers and tend to be more certain that the company is going in the right direction. As a result, they will be more willing to do whatever it takes to help their manager achieve goals and stimulate even less proactive colleagues.

But the manager must be the first to trigger this process, placing trust in his collaborators and delegating roles of responsibility to them.

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In this episode of The Sanity Project podcast, host Joanne Victoria interviews Katherine Lazaruk, a leadership coach who began her career in image consulting. Lazaruk discusses her unconventional path to leadership development, emphasizing the importance of embracing one’s inner child and being open to various career possibilities. She shares her experience of building a business around her corporate job and eventually transitioning to full-time consulting, aiding clients in climbing the corporate ladder. Lazaruk also touches on the concept of “web thinking” versus linear thinking, encouraging the idea that diverse experiences can eventually interconnect to form a fulfilling career path.

Katherine’s foray into the professional world began with a vision—quite literally. During a pivotal coaching session, she experienced a flash of inspiration that would become the foundation of her first business, ICU Image Consulting. Despite the lack of regulation in the industry and the initial uncertainty, Katherine’s entrepreneurial spirit was undeterred. She leaped, balancing her corporate job with her burgeoning business, until the recession presented an opportunity to go all in.

Katherine’s background in music and education, along with her experiences in opera and teaching, shaped her multifaceted approach to life and work. She observed that few people have the luxury of a single, linear career path. Instead, most of us create a mosaic of experiences that, over time, weave together to form a unique and fulfilling professional life.

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For the better part of the last decade, I have been on LinkedIn where I would average close to 3500 views for many of the posts I did. Several of them went viral, A lot of them were blog posts in which I attempted to educate new business owners on the ins and outs of effective communication. I published more than 300 blog posts when they gave a shit about that stuff. And I commented a great deal on the posts I both agreed and disagreed with.

You could say I was a pretty good member. I can only recall getting three warnings, but there were probably a few more since I am vehemently anti-idiocy.

Over the years I had built up a modest following of about 3500 souls.

Then one day, about a week ago now I found myself locked out of the site. The way to get back in was to go through what turned out to be a constantly repetitious set of functions that took me absolutely nowhere.

The only reason I have any presence on that site at the moment is because my posts are being published by my friends at BizCatalyst 360°. I hope they will publish this one because perhaps it will get through to someone at LinkedIn who can, at the very least, explain to me why this is happening.

LinkedIn, as many of us know, is primarily a recruitment site. But it’s also a site where a lot of business issues and political issues are discussed. And of course, they are, especially in America, where LinkedIn’s largest audience resides, pretty much intertwined.

As a Canadian who pays a lot of attention to US politics, I like to think that my point of view, if nothing else is semi-objective. If I were an American I would probably be a Democrat as opposed to a Republican, because in Canada I am pretty much a Liberal, mainly because the Conservative party in our country hasn’t had any solid leadership for decades.

The weird thing is that LinkedIn only tells you that you are in trouble and never bothers to explain why that is so you can course correct.

If I am in trouble for something I did, and they explained that to me, I would definitely stop doing whatever that was because A) I am not an idiot and b) I am a professional writer and it’s a relatively easy thing for me to do.

During the course of trying to get back on LinkedIn I reached out to a LinkedIn friend with whom I am also connected on Facebook, and he, in turn, reached to LinkedIn out on my behalf.

Lo and behold, the response he got was something that sent me to the same link I get every time I try and open LinkedIn myself. And round and round it went.

Sometimes I get the feeling that the lights are on there, but nobody’s home.

So for the past week, I have been in the process of learning to live without it. And you know what, life is not so bad. I belong to several other sites and it seems, at least at the moment, that the longer I live without access to LinkedIn, the less I miss it. The only thing I do miss about it is a small discussion group that I belonged to that consisted of four very bright people that I have gotten to know.

I can keep up to speed on a lot of the stuff that interests me, especially the wild west show that AI has turned into and the US political circus through several emails I receive regularly.

Plus, in a couple of weeks, my pool will be open and I can start meditating on a new series of short stories that I will write at the end of the summer season.

Who knows, maybe LinkedIn has actually done me a favour by locking me out the way they have. Hopefully, I will still have a presence there through my published BizCatalyst 360° posts. I’ll try to make them as useful as I can, because what’s the point of having more than fifty years of experience in the high end of any business, without being able to share your insights.

So to quote, the master, Bob Dylan, which I often do.

“Time will tell
Just who has fell
And who’s been left behind
When you go your way
And I go mine”

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The second largest expense for most companies is HealthCare with relentlessly increasing premiums. The burden is so onerous most larger companies have decided to Self-Insure and accept the risk themselves. Employee Health claims are a perceived fixed cost in the sense that the decision maker for the Employer (i.e. CFO, Owner) does not monitor the actual individual claims, other than to typically require their Employees to get approval for more complex HealthCare procedures.

Whether an Employee needs an X-Ray to find out if they broke their wrist, a blood test to check their cholesterol, or an out-patient surgery such as getting a mammogram, the Employee is provided with all the choices where they are going to have the procedure done whether that is at a Hospital, Surgery Center, Clinic, or facility that provides the services that they need to have completed, including the facility that offers the best price. Employers and Employees alike are provided an online portal to access all the info.

Most Employers are not aware that due to current regulatory oversight in the United States, Private Equity firms have been allowed to not only purchase equity interests in the Insurance Companies underwriting HealthCare policies; but, also have been actively acquiring equity interests in the HealthCare providers themselves such as Hospitals and Outpatient Clinics. In this children’s fable, the fox now owns the henhouse and the hens!

The Employer has not had a solution that can provide real-time comparative cost savings within the geographic area proximate to their business or where their Employees reside. This means that the Employer, systemically, is paying a substantial amount of money more on an annual basis to subsidize their Employee HealthCare than they need to be paying in most of the gateway and secondary Cities in the United States, where there are multiple choices available for the same HealthCare procedure.

The good news is that there is now an option for the Employer to engage the services of an online HealthCare appointment oversight service that operates on a performance based shared benefit basis without any set-up fee or monthly subscription fees.

Here is how it works. Eligible businesses or organizations which are those that pay for their own Employees HealthCare costs are known to be Self-Insured, and have been in business for over three (3) years. While any Self-Insured entity is eligible, typically half those businesses and organizations who have over five-hundred (500) W-2 Employees. Statistically, 98% of businesses with one-thousand (1,000) or more Employees.

Once they have signed up, they provide the service provider with their historical claims data for the past three (3) to five (5) years. That data provides a comprehensive benchmark showing what the Employer was paying for HealthCare services such as Colonoscopy’s, MRI’s, Blood Tests, and X-Rays prior to them engaging the services of the HealthCare cost optimization provider.

The cost savings that are being identified include: 1) Bloodwork, 2) Imaging, 3) Urgent Care, which does not require getting an appointment which can include getting diagnosed and treating maladies such as Back Pain, Cold or Flu, Cuts or Small Wounds, Diarrhea, Earache or Sinus Pain, Minor Fever or Headache, Minor injury such as a Sprained Ankle, Painful Sore Throat, Rash or Minor Allergic Reaction, Small Burns, Urinary Tract Infections, or the Employee’s Primary Care Doctor’s Office is closed. 4) Surgeries, which can include Cataract, Colonoscopy, Ear-Nose-Throat, Endoscopy, Gall Bladder, Gynecological Procedures, Hemodialysis, Hemorrhoid Procedures, Lumpectomy, Minor Orthopedic, Skin Procedures, Urologic Procedures.

Prior to this new technology, when an Employee needed a medical procedure, they would just make an appointment. As an Employer, you had no idea how much money that medical appointment was going to cost you. So, if your Employee needed an MRI Exam, you might be paying an additional $2,000 for the same exam where there was another In-Network HealthCare provider that your Employee could have made an appointment with that charged $2,000 less for the same procedure. Now, when your Employee needs a medical procedure, you know the total cost of every provider that is delivering the same service.

The HealthCare Cost Saving Service provider which uses a proprietary Artificial Intelligence (AI) technology that provides the Employer with the myriad of HealthCare Appointment options has historically achieved gross savings of 40-55%, which means that Employers engaging their services can expect a net 20-27.5% cost savings by signing up for their services. So, if an Employer is paying $1,000,000 a year to cover their Employees Outpatient HealthCare costs, they can expect to pay only $725,000-800,000.

After each month, the Employer will be billed $1 for every $2 that the HealthCare Medical Appointment Cost Optimization service provider has obtained for them. In other words, every time that the HealthCare Medical Appointment Cost Optimization provider saves the Employer $2, the month after those cost savings have been realized, based on the Employers historical prior HealthCare Claims provided to the service provider, the Employer pays back the HealthCare Appointment Cost Optimization service provider $1. Simply put, if you buy a carton of milk at a Convenience Store, such as 7/11, you are going to pay more for that carton of milk than buying the same carton of milk from a wholesaler such as Costco. The Employer has the option of having their Staff look up HealthCare procedure options in real-time when an Employee in need of a procedure makes a request to have a medical appointment or allow the Employee to utilize the online comparative cost pricing to identify the lowest cost provider for the same procedure in their geographic area.

The Employer can establish in their Employee Handbook their policy of allowing the Employee to schedule their own HealthCare procedures by indicating to them that it must be the most cost-effective one identified.

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In learning how to fly an airplane, one of the first lessons has to do with understanding winds. Winds come in basically three types;

• Head winds – those hit you right in the face
• Tail winds – those from behind
• Cross winds – those at angles from the side

I believe the challenges we face in life and in business model these three types of wind as well. If we consider all the forms of challenge we face, we can boil it down into these three categories. However, it might be interesting to compare the pilot’s concern with each of these winds as we think about our daily responses to life’s winds…..

Head WindFirst, the head winds. Too often we might be prone to think of these negatively. As wind hits us in the face, it slows us down, forces us to press harder against the wind. Bob Seger wrote a great ballad titled “Against the Wind…stronger now still just running…against the wind”.

When a pilot encounters head wind during flight it can be a challenge. Fuel consumption is increased as air speed decreases. The time it takes to reach a destination increases. Stress and fatigue can set in. But did you know it is preferable to take off and land “against the wind”? Why? Because the increased force of that head wind causes “lift” on the wings which is the force that makes planes fly.

A good steady head wind actually makes take-offs and landings easier, more comfortable and effective. So the next time you sense a head wind in life, ask yourself whether it has been provided to allow more lift for a better take off to a new place in life or whether it is there to afford a safer, smoother landing from where you have just come.

Tail WindNext let’s talk about tail wind. This is just the opposite from a head wind. We tend to think of tail wind as favorable. During flight that might be true. It can serve to push us forward, reduce effort and speed the time towards the destination.

But did you know it is the most difficult force with which to reckon during take off and landing? At those times, it actually impairs control, reduces efficiency and creates danger.

Maybe in life we need to be cautious of the perceived tail winds. Rather than gliding along with them, we need to watching for hindrances to gaining new achievement or resolving old challenges.

Cross WindThe final force is cross wind. All things considered, crosswind is the most challenging of all flying situations. That is true in life and business too.

Crosswind means what it implies… a force crossing you at an angle to the direction you intend to fly. During flight, a cross wind will blow you “off course”. A constant watch must be given to direction and compass heading while flying in crosswinds. There is no cruising during crosswind conditions. It is a constant battle.

Take off and landing is even more severe. Very special techniques are required to manage a crosswind situation. This is why you see planes doing a crab landing, angling sideways right before touchdown. In some situations the crosswind can be so severe that its force exceeds the designed strength of the air frame on the airplane, which makes the good pilot seek an alternative landing site, one where the winds are more favorable.

Life has crosswind too.

It is the skill and grace with which we handle life’s crosswinds that determines our ultimate success. Failure to recognize and manage a crosswind can cause certain disaster.

Either we ignore the presence of that crosswind or we acknowledge it but underestimate the consequences. Forging ahead means grave results.

So next time you feel a certain extraordinary force influencing your life, consider the pilot. Is the wind you feel one of these? If so, which one and how will you choose to handle it?

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In today’s fast-paced digital world, the phenomenon of shrinking attention spans has become increasingly prevalent. This is equally true for both youth and adults. With the constant bombardment of information, people are finding it challenging to focus their attention for extended periods. This trend has significant implications for productivity, learning, and overall well-being. However, understanding the causes behind shrinking attention spans and implementing strategies to mitigate them can help us reclaim our ability to concentrate effectively.

Causes1. Digital Distractions

Having more than one digital devices in this age is no more a luxury. Mobile handset is one of those options which is used more than anything else in this age. People just cannot afford to miss out on any information which they assume to be significant for them. Be it a turbulent political scenario in one part of the world or industry related info. We all love to stay updated just about anything and everything.

1. Death by Information Overload

Researchsuggests that the surging volume of available information — and its interruption of people’s work — can adversely affect not only personal well-being but also decision making, innovation, and productivity. People took an average of nearly 25 minutes to return to a work task after an e-mail interruption. That’s bad news for both employees and their organisations.

1. Multitasking Culture

Since we all love to be recognised for the volumes of work that we produce at our respective workplaces and in an attempt to achieve that in the limited timeframe, we push ourselves and go an extra mile and get things done quickly. Here quality of the work produced in a haste is not accounted for and could be a big question mark. While doing that, we remained successful in producing large volumes of work in the shortest possible time frame.

1. Soul Searching

If you’re going througha period of soul searching, keep going. AsThérèse Cator, embodiment practitioner and founder ofEmbodied Black Girltells: “Soul searching often arises from an inquiry, whether it’s a broad question around your overall purpose or something more focused, such as a difficult decision you’re facing.” “I see soul searching as a threshold in our lives,” Cator says. “It’s a crossroad and we’re trying to figure out what the right next path is, what the right next decision is, or who are we in the greater scheme of things.”

1. Lack of Sleep

When we don’t get enough sleep, our Focus and concentration abilities decline. Their reaction time lengthens, they’re inattentive, and they don’t respond as well to environmental signals. That means they can’t take in new information or react to dangerous situations. This is particularly worrisome if you’re behind the wheel of a car.

Remedies1. Limit Digital Distractions

We have no choice but to set boundaries around digital devices and establish designated time slots during the day for checking emails, attend to missed phone call or short messages, and browse social media (if needed). Let’s use productivity apps or browser extensions to block distracting websites during focused work sessions. Let’s also try out the following:

1. Let’s put cellphone on silent mode or upside down so we don’t have to see the incoming call and message traffic.
2. Log off frequently used social media apps viz.: Facebook, Twitter, Instagram, LinkedIn etc. For some people, it’s very tempting to frequently check the updates.

3. Turn off unnecessary websites or apps that aren’t necessary for the task at hand. Move tempting apps to the third or fourth page of your phone screen so that you have time to catch yourself mindlessly opening them.

4. Be Selective on Information Consumption

We have to understand that there is good information and then we have bad information. Information overload can fragment our attention and make it difficult for us to focus on important tasks. Filtering information (suppressing, deleting, and selecting irrelevant information) helps reduce information overload. In addition, work can be delegated, especially for screening or filtering tasks. Also, let’s prioritise information as what to consume and what to avoid in that particular moment.

1. Multi-tasking isn’t Efficient

The real issue is that multitasking, at least for humans, doesn’t really work well.“We know from the psychology literature that multitasking is bad for you,” saysGal Zauberman, a professor of marketing at Yale SOM. Research shows thatwe can’t really do two things at once. We’re actually switching our attention back and forth between the two tasks — and we perform worse at both. Multitasking is inefficient — but we feel like we’re getting so much done.

To avoid the possible deleterious impact of multitasking:

1. Limit the number of things you juggleat any given time to just two tasks.
2. Use the “20-minute rule”. Instead of constantly switching between tasks, try to fully devote your attention to one task for 20 minutes before switching to the other.
3. Practice Mindfulness/ Meditation

Meditation, in form or the other and in all faiths and cultures or traditons exists. Besides, every single sphere of our life does seek help from mindfulness to provide relief from the anxiety and stress of everyday life. This wellness movement has made its way into the corporate organisations across the world. They don’t only encourage employees at their workplaces to find time for silent self-search but also motivate them to go beyond and convince their families and friends to try out the same in their free time.

1. Get Enough Sleep

“More sleep will dramatically improve your performance”, says career and branding expert Wendi Weiner, since you won’t be yawning your way through a blizzard of emails. “Being well rested will definitely help improve your memory and concentration alike, as a rested brain is a stronger brain,” she says. “Remain on a sleep schedule so that you train your body and mind to relax at specific points in the day and night”.

Take AwaysThe human brain is always in motion, handling various thoughts, while the duration we can concentrate on one thing before losing focus or requiring a pause is influenced by our attention span. However, life is bustling with numerous components, and it’s entirely typical to occasionally become sidetracked due to its complexity. In reality,researchrevealed that, on average, 47% of our waking moments are spent thinking about matters unrelated to our current activity. Nevertheless, a limited capacity for sustained attention can have effects on both your personal and work-related spheres.

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Keep aiming and contributing how you can and success will be created for everyone by taking Fifth place and earning only one point, was enough to earn the one-half point that decided the win of the San Francisco City Junior High School Track and Field championship.

At the tender age of fourteen, I found myself in an embarrassing situation during a high jumping competition. Despite my best efforts, I couldn’t match my friend’s impressive jump, which secured him the coveted first place. The following day at school, amidst the announcements and celebrations for the team’s victory, my friend took an unexpected and remarkable step. As the spotlight shone bright on his accomplishment, he momentarily hushed the crowd and drew attention to my contribution. With grace and wisdom beyond his years, he acknowledged that without my fifth-place finish and the single point it earned, our team wouldn’t have clinched the championship that we had won by one-half a point. At that moment, he insisted that I stand and receive the applause I deserved.

That profound gesture left an indelible mark on me, instilling a deep admiration that has persisted throughout my life.

From that early experience, I learned the essence of true leadership – the ability to recognize, acknowledge, and fully appreciate every contribution, no matter how seemingly small, that leads to success. In my professional and personal endeavors, I have strived to embody this principle, understanding that triumph is a collective effort, and every individual’s role deserves recognition and gratitude.

As I am writing this, Sejal Thakkar is coming to mind, her efforts with Nobody Studios, her introduction to Dennis Pitocco, and their remarkable additions to my life. I had decided to continue my high-level solitary ventures and focus my efforts on returning to Skydiving and qualifying for entry into the Hall of Fame, but all that has changed. I’m now addicted to AI and plan to combine my much-needed aged practical experience to aid in any way that I can, in the safe and sane functional development of it, and continue my New Beginning!

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There are about 7,000 languages spoken around the world — and they all have different sounds, vocabularies and structures. But do they shape the way we think? Cognitive scientist Lera Boroditsky shares examples of language — from an Aboriginal community in Australia that uses cardinal directions instead of left and right to the multiple words for blue in Russian — that suggest the answer is a resounding yes. “The beauty of linguistic diversity is that it reveals to us just how ingenious and how flexible the human mind is,” Boroditsky says. “Human minds have invented not one cognitive universe, but 7,000.”

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Visiting Prague, the heart of the Czech Republic, is a dream for many travelers. With its rich history, storybook architecture, and vibrant arts scene, the city has much to offer. But like any trip, a successful visit to this European jewel requires a bit of planning and local insight. Whether you’re a first-time visitor or a seasoned explorer, these tips will help you have an experience you’ll never forget.

1. Brush Up on the Language and Local Customs

Czech may not be the easiest language to master but learning a few basic phrases can go a long way. Locals appreciate the effort, and you’ll find that many will warm up to you more quickly if you start a conversation in their native tongue. Additionally, familiarize yourself with local customs such as removing your shoes when entering someone’s home or knowing that it’s polite to wait for your host to propose a toast before taking a sip of your drink.

1. Stroll the Lesser-Visited Neighborhoods

While the Old Town and Prague Castle offer the most iconic sights, don’t overlook the charm of Prague’s lesser-visited neighborhoods. Malá Strana is a fairytale district of baroque buildings and serene gardens. Žižkov, known for its TV Tower with bizarre baby sculptures, is a hotspot for nightlife and street art. Vinohrady boasts beautiful residential architecture and numerous trendy cafes. Exploring these areas will give you a more nuanced view of the city. The city and neighborhoods are easy to walk around.

1. Get an Early Start to Beat the Crowds

Prague is popular, and rightfully so. But with popularity comes crowds, especially during peak tourist season. To make the most of your visit without being elbow-to-elbow with other tourists, get an early start to your day. Many popular attractions open at 9 AM or earlier, so set your alarm and head out before the masses arrive. I’ve found that a good time to visit is in September or October.

1. Try Traditional Czech Cuisine

No trip to Prague is complete without trying some traditional Czech cuisine. From hearty dishes like goulash and dumplings to tasty pastries like trdelník, there’s something for every type of foodie. Don’t be afraid to venture off the beaten path and try a small local restaurant for an authentic dining experience.

1. Get Lost in the Streets

One of the best ways to discover the hidden gems of Prague is by getting lost in its streets. Wander away from the main tourist areas and explore the narrow cobblestone lanes and hidden courtyards. You never know what charming café or quaint boutique you may stumble upon.

1. Take a River Cruise

For a unique perspective of the city, take a river cruise along the Vltava River. You can choose from a variety of tours, including daytime sightseeing cruises and evening dinner cruises. This is a great way to relax and see the city from a different angle.

Prague is my favorite international city, consider enjoying the wonders of city and neighborhoods!

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Have you ever felt like you’re talking, but nobody is listening? Here’s Julian Treasure to help. In this useful talk, the sound expert demonstrates the how-to’s of powerful speaking — from some handy vocal exercises to tips on how to speak with empathy. A talk that might help the world sound more beautiful.

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As many of you know from following me, I’ve struggled mightily for most of my life with making ends meet, and then just getting by, and then feeling like I had a handle on things, to now enjoying the fruits of the growth in my money vibe and consciousness.

When you feel challenged with finances in your life, it’s essential to develop a strong money mindset that empowers you to overcome obstacles and manifest abundance. It’s a task that is far easier said than done, as you probably already know.

If you’re looking to transform your relationship with money and achieve financial freedom, then you’re in luck! Today I am sending you a replay of the Masterclass, “Money Mindset for Challenging Times.”

If this is an area where you’re struggling right now, give yourself the gift of time and focus to watch, take notes, and internalize the teachings in this session.

Here are some of the highlights:

Determine and Overcome Limiting Beliefs:The first step towards financial transformation is identifying the beliefs that may be sabotaging your desires. Through a quick and easy quiz in this session, I help you determine if 11 specific money beliefs are blocking your path to abundance. By uncovering these limiting beliefs, you gain valuable insights into what may have been holding you back and can begin the journey towards releasing them.

Strategies for Empowering Relationships with Money:Later in the session, I share three powerful strategies to reverse low-vibe beliefs and cultivate an empowering relationship with money that will guide you for the rest of your life. These strategies go beyond simply earning more money and address the underlying mindset that can alleviate your money stress. Discover how to shift your perspective and create a positive narrative around money, inviting abundance to flow into your life.

Learn from Real-Life Success:One of the highlights of this masterclass is my personal story. I’ve provided an intimate account of the exact steps and strategies she used to go from being homeless to building multiple 7-figure assets. I hope that my sometimes tumultuous journey inspires you and shows you that regardless of your starting point, financial prosperity is within reach.

The Science Behind Financial Conditioning:Have you ever wondered why some people seem naturally inclined towards financial success while others struggle to make ends meet? I remember that feeling. So, many years ago, I decided to learn what was behind this notion. I learned the ways in which your mind creates your financial condition. In this session you will gain a deeper understanding of the connection between your thoughts, beliefs, and your financial reality. Armed with this knowledge, you can begin to rewire your mindset for abundance and capitalize on the power of thought to shape your financial journey.

Strategies to Elevate Your Money Mindset:To elevate and expand your money mindset, specific strategies are shared that will propel you towards new levels of abundance. By implementing these strategies, you will gain a fresh perspective on money, allowing you to attract and manifest greater financial wealth. Unlock your true earning potential and break free from self-imposed limitations.

If you’re ready to elevate your money mindset and embrace a path of financial freedom, don’t miss out on the replay of the “Money Mindset for Challenging Times“ Masterclass. Immerse yourself in this 90-minute session and gain the knowledge and tools necessary to transform your financial reality.

CLICK HERE to access the REPLAY “Money Mindset for Challenging Times”

It’s time to begin your transformation today and embrace the path to financial freedom!

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One of the key things I have learned from talking to both clients and people in the communications business over the years is that they believed that the hardest thing to do was to develop a methodology or personal business philosophy to help guide them on the long and winding road.

A lot of these people tend to run mainly on inspiration. But the fact of the matter is that there needs to be much more than that if you are going to be a truly effective communicator.

And I’m not just talking about ‘creative’ people. This applies right across the board. Because communication really is all encompassing, and good communication is all important.

What follows here is a list of ‘rules’ I carry around in my head, kind of like a GPS system, that have guided me through the process of my independent career.

Some of these ‘criteria’, also help us make sure that, if nothing else, the strategic-to-the-creative will be in synch all along the line and be well received by whoever the communication is designed to reach.

1. Every client, no matter how big or how small, deserves your best effort 100% of the time.
2. Advising clients to put all their eggs in one basket is dangerous. We have all have seen baskets come and baskets go. And we have seen baskets shrink and baskets grow. It’s never about one basket, but the right combination of baskets and how many eggs you put in each.
3. Always look for and pursue clients who are truly committed to making the world a better place. This is always a more gratifying environment in which to work, especially if their commitment to their goals is driven by more that just profit motive.
4. Understand that consumers, still go through the same thought processes they always have when it comes to making purchasing decisions, be they for themselves or for their businesses. They simply want to be told the truth in a persuasive way,
5. Always work to make your client’s businesses look and feel appealing without resorting to hyperbole, exaggeration or any other form of aggrandizement that would artificially inflate the importance of that business at the expense of the importance of the customer.
6. In order to do the best job possible, always learn how your client’s business works, from the perspectives of: product or service, sales, marketing, competition and target audiences.
7. Understand that clients seek help because they can often feel they are too close to their business to be objective about their communications, so it’s up to you to provide objectivity and perspective.
8. A solid understanding of the entire marketplace your client operates in is the only way to figure out where your client’s business fits and how to position them accurately.
9. Know that with smart thinking, solid positioning and honest communication, you can keep your clients in the preferred 20% of their market, and out of the 80% of less than successful businesses.
10. Never forget, no matter what, that developing great communication is a much simpler process than a lot of people would have you believe it is.

As you can see these ‘Commandments’ cover a fairly wide range of activity. But this is necessary simply because communication is a multi-faceted area of any company’s business.

In today’s world, an understanding that in order to survive and thrive in a highly competitive marketplace every business needs to be able to communicate effectively. Either internally or with the help of objective and professional allies, who will always have their best interest at heart.

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I was told by a dear friend that if I stopped working, the world would end. Currently I am in three different businesses and write as well. Seeing that the customer facing ne has me working weekends and I seem to get the most urgent requests only on my days off. As a customer-centric person, I do what I can to avoid problems that result if one is deemed in-attentive! Example one customer very well educated, and very specific directions had a question the day before install. It was a Sunday. Not only did I have back-to-back customers all day, so I wasn’t on my computer or even my phone she texted and called, but I was talking with a person every time, showing products so no hands free to text. She called the office and left a message. When I finally got a moment towards the end of the day, I got yelled at and she yelled at everyone in the office. My customer service was her issue. Our business is very keen on speaking with whoever is with us directly first. It made me upset as I take my role seriously and there is no way to know each day the ebb and flow of clients in person.

Contrast to the software part time position that is on the 24-hr. clock because of the global nature of staff and clients. Though I set hours every week on my calendar, the 4 or 5 that I do as a business development/salesperson, this one can easily make a mess of my schedule. Textile consulting is appointment based and easy to manage. This difference between work styles made me think I should investigate the issue more! I was speaking to an IT friend who I know because of our shared passion for rugs and textiles. A treasure trove of information, this is what he offered.

Barry O’Connell shared:In the dynamic and ever-connected world of global collaboration, working across time zones is a familiar challenge that demands flexibility and sometimes, a touch of personal sacrifice. For one dedicated professional, navigating the time difference between the United States and Kerala, India, has become an art form, honed by necessity, and facilitated by the freedom of remote work. Our protagonist finds themselves bridging the geographical and temporal divide that separates their US-based operations from their development team in India.

The logistical puzzle of coordinating efforts across continents is a common scenario in today’s interconnected workplace. Yet, it’s the personal adaptation to these circumstances that truly encapsulates the spirit of global teamwork.

With team members in Kerala wrapping up their day as the US team is just beginning theirs, this individual has embraced an unorthodox schedule to keep the wheels of progress turning smoothly. Working from home offers the flexibility to adjust working hours, and this has become a cornerstone of their strategy for seamless collaboration. Embracing the quiet hours of the early morning, they’ve turned what could be seen as a disruption into an opportunity. Waking up for a 4:00 AM call to India is not just about troubleshooting or crisis management; it’s about fostering a continuous flow of communication and ensuring that both teams move forward in harmony. This unconventional schedule has its perks. After the call, a return to sleep is not just restorative; it’s a tactical pause. By the time the US management is ready to discuss the day’s agenda, our interviewees are refreshed, informed, and ready to brief them on the overnight developments. This approach also offers an unexpected benefit in the realm of workplace autonomy. The necessity of being available during the wee hours grants a certain degree of freedom during the conventional workday.

In an era where digital tools like Teams make it all too easy for managers to monitor activity levels, there’s a certain satisfaction in knowing that true productivity can’t always be measured by keyboard strokes or mouse movements. Our protagonist’s story is a testament to the adaptability required in today’s global workforce. It highlights not just the challenges of working across time zones, but the creative solutions that emerge when individuals are committed to their team’s success, regardless of the hour. It’s a narrative of compromise, ingenuity, and the subtle rebellion against the digital oversight of modern management tools—a reminder that in the vast web of global collaboration, the human element remains the most critical connector. Also, I should have posted into that article as well to keep your manager off balance. Shoot him an email at 9:00 at night and then answer a call at 4:00 in the morning. He won’t know when you’re working when you’re not and he will think you’re wonderful.

From Forbes: The world is experiencing a pandemic disruption that is changing our perspectives and beliefs about how we work. In particular:

• The balance of power has shifted from employers to employees.
• The employee value proposition has shifted from “work for me” to “work with me.”
• Employees favor a hybrid model versus going back to the office full time.
• Employees are rethinking their purpose—they are searching for meaning, not activity. In particular, millennials are interested in working with purpose-driven companies rather than those focused on shareholder value.

As governments start to ease pandemic restrictions and employers prepare to welcome employees back to work. The successful transition of the workforce from the known pre-pandemic world to the unknown post-pandemic world will depend on shifts leaders make to navigate this volatile, uncertain, complex, and ambiguous environment. According to Andy Grove, former chairman and CEO of Intel, “Bad companies are destroyed by crisis, Good companies survive them, Great companies are improved by them.” Below are five shifts’ leaders must make to transform the pandemic work disruption into a gift and opportunity:

#1 Focus on purpose: What kind of employees would leaders attract if they measured their value not from Wall Street but by improving people’s lives—resolving environmental, social, and governance issues? Your organization will attract and retain employees searching for meaning and not activity. According to Mckinsey, “70% of employees now demand purposeful work.” These purpose-driven employees are “6.5x more likely to report higher resilience, 6x to stay at the company, 1.5x likely to go above and beyond.” Also, shareholders and customers make choices in the market based on purpose and sustainability.

#2 Change your paradigm: The implications of the post-pandemic disruption on the future of work are still unknown. Tim Elmore, the author of The Eight Paradoxes of Great Leadership, said, “Uncommon leaders leverage both their vision and their blind spots. We must not fall in love with an idea but fall in love with a problem. If we fall in love with an idea, we may be blinded to the better idea that comes along later.” You can mandate people to return to work, but you can’t control their levels of engagement. The current problem is complex, which means the problem must be managed, not solved. Also, it requires a cautious and experimental approach to bring employees back to work.

#3 Shift from customer-first to people-first: It is widely known that Amazon Founder, Jeff Bezos, leaves an empty chair to represent the customers’ voice during the company’s most important meetings. In today’s world, you need two chairs, the customer, and your employees. Like your customers, your employees are human beings. Howard Schultz, the former CEO and Chairman of Starbucks said, “We are not in the coffee business serving people, but in the people, business serving coffee.” Simply, treat your employees with the same respect and passion as you would a customer.

4 Embed your talent strategy into every phase of your business: Your HR partners are closest to the pulse of your organization, and they can leverage these insights to engage, energize, and unleash the power of your talent.

5 Shift your leadership operating model: With the shift to digitization, small businesses have been struggling to keep up with consumers’ insatiable appetites and changes in technology. Costs associated with bigger, better, newer, and faster software and hardware were a burden. The X-as-a-service (XaaS) model (where X = platform, software, infrastructure, etc.) is catching on in these environments as an intangible value to customers while lowering the total cost of ownership by providing subscription-based technology. It helps business owners meet their customer needs by accessing the latest technology while keeping CapEx low.

https://www.forbes.com/sites/richardosibanjo/2022/02/27/the-post-pandemic-workplace-5-shifts-every-leader-must-make/?sh=1c4f96354fc1

Some things businesses have to consider post pandemic according to: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7566764.

The pandemic has pointed out problems in the current systems, as well as speeding along progress in the technology realm. A structural-unruly duality characterizes emergence, progression, and impact. Mainstream development thinking the problem. Transformations are needed in science-policy, economies. Resilience, equity, diversity, and inclusive politics are required.

This was a predictor back in 2020 and I believe it certainly has proved true!

https://news.harvard.edu/gazette/story/2020/11/our-post-pandemic-world-and-whats-likely-to-hang-round/

That ongoing uncertainty takes a big toll. That’s the basis of a traumatic stressor — unpredictability, uncontrollability — until it exceeds the ability of the organism to cope,” Koenen said. “It’s affecting every milestone: graduation, entering school, leaving school. For the older Gen-Zers: marriages, dating, jobs — in fact, there aren’t jobs. That’s a formative period in their lives when people are figuring out: What’s important to me? What do I want my life to look like compared to my parents’ life?”

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Stagnant and frustrated? Spinning your wheels but going nowhere? You’re not alone. We all hit plateaus where growth feels impossible. But what if I told you there’s a roadmap to reignite your progress and smash through those barriers?

As a mass communication specialist with over three decades of experience and a business coach dedicated to transforming lives, I’ve seen countless individuals break through plateaus and achieve incredible things. My passion lies in helping people connect, and that connection fuels growth.

But what if growth doesn’t have to be such a struggle? What if there’s a method to the madness, a formula you can follow that will get you unstuck and moving in the right direction again?

There is, and it starts with being honest with yourself. You have to get a clear-eyed assessment of where you’re at now before you can plan the steps to get where you want to go.

This guide unlocks the secrets to transforming struggle into steady advancement. We’ll explore how to set powerful goals, navigate setbacks with optimism, and celebrate every step on your journey to becoming your best self.

The opportunity for growth is there in every moment – you have to be ready to seize it. So, ditch the frustration and get ready to unleash your potential. Let’s take control of your growth starting today.

Graduating to the Next Level: Upgrading Your SkillsYou’ve been doing the same thing for a while now and feel stuck in a rut. Your job has become mundane, or you’ve plateaued in your career. It’s time for a change—an upgrade. Growth doesn’t happen by accident. You have to be intentional about improving your situation.

Continuous LearningThe key to progressing in your career or relationships is continuous learning. Take a course on a new skill, read books on personal development, or learn from a mentor. Exposing yourself to new ideas and ways of thinking helps spark creativity and opens you up to new opportunities.Expand Your Network

Those that share your growth mentality should be in your immediate vicinity. Connecting with like-minded individuals, especially those further along in their journey, helps motivate you and opens doors to new possibilities. Join a local networking group or online community to make valuable connections.

Look for New ChallengesOnce you’ve built up your skills and network, look for ways to apply your newfound knowledge. Ask your boss for more responsibility or look for a promotion. If that’s not possible in your current role, start searching for a new position that will challenge you.

Growth may feel uncomfortable, but that’s how you know you’re progressing. While change can be difficult, focusing on self-improvement and expanding your opportunities leads to a more fulfilling life. Continuously learning, networking, and taking on new challenges will set you up for success at the next level. The key is taking that first step. Are you ready to graduate?

Reality Check: Action Plan for Strategic GrowthWant to grow into your best self? First, take an honest look at where you are right now. Ask yourself the hard questions about what’s really going on in your life and how you truly feel. It may not always be pretty, but facing the truth is the only way to build the life you want.

Where do you stand in your relationships?

Are you making time for the people who lift you and support you? Or are you neglecting them in favor of work or other responsibilities? Please create a list of the relationships that nurture you and commit to strengthening them. Your connections with others are the foundation for growth.

How’s your physical health?

Are you exercising, eating balanced nutritious meals, and getting enough rest? Or are you burning the candle at both ends, surviving on caffeine and junk food? Take stock of your habits and make a plan to establish a healthy routine. Your physical health impacts everything else in your life.

What are your current skills and abilities?

Do you feel challenged and engaged at work? Or have you been coasting along, doing the bare minimum? Continuous learning and improving your skills is key to progress. Look for opportunities to advance your knowledge and take on more responsibility. Stagnation stifles growth.

How do you feel emotionally and spiritually?

Are you practicing self-care, engaging in meaningful pursuits, and maintaining an optimistic outlook? Or do feelings of boredom, restlessness, or apathy dominate your days? Your inner life steers your course, so make sure to nurture your emotional and spiritual well-being.

With an honest self-assessment in hand, you’ll gain clarity on what’s working and not working in your life. Growth happens through gradual progress, not an overnight transformation. But the journey starts here.

Developing Objectivity: Clarifying Your Goals and TimelinesAchieving growth requires developing an objective view of what you want to accomplish. Ask yourself some tough questions to gain clarity on your goals and timelines.

What exactly are you aiming for?

Be specific about what you want to achieve. Do you want to advance your career, learn a new skill, improve a relationship, or something else? The better, the more accurate you can be. Rather than expressing a general desire like “I want to improve my public speaking skills,” you could specify a concrete goal, such as “I aim to deliver an engaging and informative TEDx talk within the next six months.” This approach adds clarity and direction to your aspiration

How will achieving this goal benefit you?

Connect your goal to the benefits to stay motivated. Will it increase your confidence, open up new opportunities, or allow you to help others? Remind yourself of the benefits when obstacles arise.

What are your timelines?

Set both short-term and long-term timelines to keep yourself accountable while still being realistic. If your goal is to run a 5K, aim to run one mile within the next month, two miles within two months, and so on. Breaking a big goal into smaller milestones makes it feel more achievable.

Are there any preliminary micro goals?

Stay calm by the end goal. Remember the small accomplishments along the journey. If you want to learn Spanish, start by learning five new words daily. Celebrate achieving these micro goals to stay motivated for continued progress.

Developing objectivity around your goals and timelines is key to achieving real growth. Be specific about what you want, connect your goals to benefits, set timelines, and focus on small wins. With this approach, you’ll be making steady progress in no time. Remember, growth is often gradual, so keep putting one foot in front of the other, and you’ll get there.

Riding the Waves: Maintaining Positivity and Persistence Through ChallengesStaying Afloat Amid the Highs and Lows

Growth is a journey filled with ups and downs. Some days, you’ll feel on top of the world, energized by progress and breakthroughs. Other times, obstacles may seem impossible, and self-doubt starts to creep in. The key is learning how to ride the waves—how to maintain optimism and motivation even when times get tough.

Focus on Progress, Not Perfection

When facing challenges, it’s easy to become discouraged by how far you still have to go rather than appreciating how far you’ve come. Make a habit of regularly reflecting on your wins, big and small. Notice the milestones you’ve achieved and the skills you’ve gained. This helps build your confidence and resilience for the road ahead.

Look for the Silver Lining

Even when things don’t go as planned, there are lessons to be found. Ask yourself what you can gain or improve from the situation. You may have discovered a new approach that didn’t work. You have the chance to try something new right now. Growth often happens when we step outside our comfort zone. Look for the upside in any perceived “failure” or setback.

Take a Step Back to Recharge

When the going gets tough, pause to renew your motivation. Do something to shift your mindset and lift your mood, like exercising, spending time with loved ones, or engaging in an enjoyable hobby. A recharged mind and body will help you feel ready to dive back in with fresh enthusiasm and determination.

Connecting With Your “Why”

Remember your initial motivation for embarking on this trip. What motivated you to push out of your comfort zone and work to achieve your goals? Revisit your original inspiration and vision. Let it reignite your passion and strengthen your resolve. When challenges arise, your “why” can be the driving force that keeps you going.

Growth is a journey, not a destination. Learn to find the joy in overcoming life’s obstacles, both great and small. Maintain an optimistic mindset, focus on progress, and reconnect with your motivation. With persistence and positivity, you’ll build resilience and continue moving forward. The obstacles you encounter today will mold the person you end up being tomorrow.

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“You will never find time for anything. If you want time, you must make it.”

Charles Buxton

We all share the same 24 hours in a day, yet some people seem to effortlessly accomplish their goals while others struggle to keep up. The secret lies in effective time management—a skill that can transform your life and lead you to success. In this blog post, we will explore practical strategies to make the most of your time, ensuring a balanced and fulfilling life.

One of the fundamental principles of time management is prioritization. As the renowned productivity expert, Stephen Covey, once said, “The key is not to prioritize what’s on your schedule, but to schedule your priorities.” Start your day by identifying the most critical tasks and allocate your time accordingly. When you focus on what truly matters, you can achieve more with less effort. By doing so, you not only increase your efficiency but also move closer to the life you envision.

“Time is what we want most, but what we use worst.”

William Penn

Reflecting on how we spend our time is crucial to effective time management. The above insightful quote from William Penn reminds us of the value of this finite resource. Take a moment to evaluate your daily activities, identifying those that contribute to your goals and eliminating habits that waste your time. This mindful approach ensures that each moment is an investment in your personal and professional success.

The Power of PlanningEffective time management starts with a well-thought-out plan. Break down your goals into smaller, manageable tasks and create a daily or weekly schedule. As the saying goes, “Failing to plan is planning to fail.” When you have a roadmap, you can navigate through your day with purpose and avoid the chaos of unplanned moments.

Take ownership of your time by consciously making choices that align with your goals. Create a balance between work and personal life, ensuring that you allocate time for relaxation and self-care. Recognize that making time for what matters requires intentional effort.

Embrace the 80/20 RuleThe Pareto Principle, or the 80/20 rule, suggests that 80% of your results come from 20% of your efforts. Identify the tasks that yield the most significant impact and prioritize them. By focusing on the most critical aspects of your work and life, you can achieve remarkable results with minimal input.

So, mastering the art of time management is something that requires self-awareness, planning, and intentional choices. By listing your priorities, planning your days, and focusing on what matters most, you can unlock the full potential of your 24 hours. As you go through the path to success, remember the wise words of William Penn: “Time is what we want most, but what we use worst.”

Make the most of your time, and watch how it transforms your life.

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In large processes of cultural evolution, such as the current contexts, leaders have an even more relevant role. Recent events have literally forced a cultural evolution at all levels in companies and leaders have been inexorably overwhelmed by it.

Many have been able to ride the wave. They experienced, understood, learned and were truly able to seize a precious opportunity for authentic evolution. Some others improvised and, ultimately, improvisation represents a resource, perhaps even a genuine talent.

The majority faced the unprecedented and extremely difficult challenge with a great sense of responsibility and conscience and had the intellectual honesty to admit some defeats along with the successes.

What is certain is that reality sees us projected into a world with technological and organizational phenomena whose scope is enormously difficult to deal with.

Today it is talked about inclusive, inspirational, feminine, heartfelt, sustainable, humanist leadership etc. and, undoubtedly, each of these proposals brings with it the authentic value and weight of those years-long research or those experiences accumulated even with great effort.

And since on this matter there is nothing certain, final, to be negligible, especially in constantly changing times, and then, every experience, opinion, study or research, survey, are always opportunities for consideration and reflection, I will try, I too, to propose some aspects which, in my modest way of seeing, should characterize a leader so that he can face this historical phase with a sense of presence and responsibility:

Curiosity, which must never be lacking, because after all there are many proposals and there are no recipes; stopping at the first reading or at the first inspiration could be fatal.

The ability for synthesis and personal elaboration, because the approach to the many proposals must not be encyclopedic but synthetic, that is, capable of drawing the best out of every idea to obtain a very personal proposal.

Anti brittleness, the ability that perhaps we have really put aside, that is to lend ourselves to chaos (absence of routine, points of reference, regularity, habits, serenity) with the aim of learning and thriving.

Attention to those who have a vast repertoire of experiences accumulated over time.

The ability not to be shocked by the contradictions of the reality that surrounds us; paradoxes are an integral part of a complex worldle and leaders (and not only) are faced with the challenge of identifying useful and intelligent syntheses.

Lastly, I would add a great sense of sportsmanship in the face of what represents an unavoidable factor in the leaders’ daily game, and in the face of which one sometimes runs the risk of becoming a little “over-confident”: the risk, which it cannot be eliminated from the life, not only of leaders but also of all of us.

In short, we could say that what is worth focusing on is, more than ever, the “quality” of the daily action of a leader and his collaborators.

I hope I have not added to the confusion in the debate.

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Viewers may question my taking time to develop this post when a Google search, using the above title, shows about 22 million listings recorded in 0.96 of second! The answer is that I located a board article with a few interesting insights, relating to for-profit boards, that also can be useful to the selection of nonprofit directors. * Following are some of the unusual ideas.

• Select For Job Background: Nonprofit boards do look for a diversity of backgrounds—physicians, attorneys, ministers, etc. But they also need to address more specific needs. Example: One board I counseled decided it needed a director who has a marketing background, the nonprofit’s funding was significantly dependent on two major events for over 50% of its annual donations. Therefore probing the issue further, it was agreed to look for a marketing person who had event planning experiences. A marketer with an advertising background would not be as helpful as an event planner.
• Select By Focusing On The Business Model: The key to understanding the business model is the ability to understand the financial statements. Just recruiting an accountant does not fill the bill. While every board nenbner needs to be able to evaluate monthly or quarterly statements, there should be at least one person on the board who has a strong familiarity with fund accounting, the financial language of nonprofits
• Select The Growth Stage: Obviously, nonprofit startups need a group of board members who can assume responsibility for efforts that later will be taken over by paid staff. But every startup needs at least one visionary director who makes certain the nonprofit changes with milestones, usually marked by revenue and/or staff increases. Otherwise progress is impeded or opportunities missed. Board agendas, in these situations, become loaded with operational issues and strategy opportunities are ignored. Management and staff remain highly dependent on board approvals. Unfortunately, some CEOs like this arrangement because, when something goes wrong, they can claim: The board told me to do it.
• Select For Same/Similar Missions: Most board members work different areas from the nonprofit’s mission area. As a result, one or two directors should have backgrounds in allied fields. Example: A nonprofit dedicated to solving heart problems might have an executive director or development director from a cancer nonprofit serving as a aboard member.
• Select For Courage of Conviction—What’s Best for the Nonprofit: Board members who will consistently vote, in their judgements, what is best interests of the nonprofit and its mission. I have observed too many who vote to get along with board colleagues, the board chair or CEO.

Over decades of experiences as a nonprofit board member and consultant, I have encountered directors who have abandoned their convictions and have taken the easy road by.

1. Selecting board chairs on the bases on their personalities and personal appearances.
2. Engaging a weak local CEO to avoid moving expenses.
3. Acting as a “rubber-stamp” to avoid unpleasant board discussions.
4. Allowing a CEO to maintain the status quo instead of innovating.
5. Failing to react to small “red flag” situations generated by management or staff.

Nonprofit boards have difficulty in bringing about change when:

• Recruitment is continually constrained to friends, colleagues and relatives.
• Most on the board are not conversant with fund accounting.
• Organization and board processes are not in line with revenue and staff growth.
• Board and management fail to look well beyond their similar peers for new ideas to serve clients.

• Board members continually fail to state their convictions and “go along to get along. “

• http://www.forbes.com/sites/bryanstolle/2014/06/19/what-makes-a-great-board-member-you-really-need-to-get-this-right/#226c1c5468aa

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Moving from athletics to entrepreneurship has taught our guest expert important lessons about dedication and discipline. Whether training for a marathon or building a business, success demands consistent effort and focus.

In entrepreneurship, like in sports, achieving greatness requires sacrificing immediate gratification for future success. While fun activities are tempting, it’s the disciplined pursuit of important tasks that leads to real achievement. Just as athletes train hard to excel, entrepreneurs must diligently work on essential goals to thrive. True satisfaction comes from staying focused on what truly matters, even when it’s not always easy.

From Fear to Fire: Secrets to Overcome Fear, Embrace your Gifts and Achieve SuccessThis is the place where real people share real challenges. Where you can find a common bond and uncommon wisdom through their stories. Use tips from the breakthroughs of others to jump start your success. Speaker, author, adventurer, and host Heather Hansen O’Neill takes you on the journey from fear to fire. Today we talk about an athlete’s mindset journey to entrepreneurship.

Melissa CarsonMelissa Rider Carson combines her extensive experience in HR leadership with the discipline and resilience of an endurance athlete to guide leaders toward creating impactful and thriving workplace cultures. With over 25 years in the field, she has led teams to success and lived the principles of dedication and strategic planning through her achievements in marathons, triathlons, endurance races and professional endeavors.

Her athletic journey deeply influences her approach to leadership and organizational development, emphasizing balance, perseverance, and the pursuit of excellence. Melissa’s unique blend of professional expertise and personal dedication offers a fresh perspective on overcoming challenges and achieving long-term success, making her an invaluable partner to leaders aiming for growth and meaningful impact.

In addition to being the CEO of Canopy Strategies, she is the published author of two books: A Perfect Life is Not the Goal: A Practical Guide to Loving the Life You Are Living and There is No Such Thing as a Perfect Job: A Practical Guide to Loving Your Work Life. She is also active in several professional organizations, including co-leading a committee for the Philadelphia Society of People and Strategy

Connect with Melissa:Free Resource for YOU: Reflections for Success

Website: Canopy Strategies

Social Accounts:
LinkedIn: Melissa Rider Carson
LinkedIn: Canopy Strategies
Instagram: Melissa Rider Carson
Facebook: Melissa at Canopy Strategies

Quote of the Day:“The mind is absolutely instrumental in achieving results, even for athletes.
Sports psychology is extremely important when you’re winning and losing races by hundredths and even thousandths of a second.” ~Michael Johnson

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At work we have all kinds of people. Some are extroverts and others are introverts. Some people love to socialise to their fullest and others stay reserved, uninviting and minding their own businesses. The extroverts, sometimes, really talk endlessly. We might think of those colleagues who hardly talk as unsocial but they may be doing it by design and in many situations, they are wise enough. They are also extremely good at observing what goes around them. The real game is what they need to disclose with colleagues @work and what to keep it to themselves. In fact, it’s a subtle art to maintaining our mystique at work.

Successful people know this very well — there are certain things, outside of work life, that we just don’t need to disclose it anyone at work. It’s not about being sensitive to information sharing and being secretive at the same time, rather, it’s about being strategic. Revealing too much can sometimes lead to unnecessary judgments or biases. But keeping certain things to ourselves can keep us on our path to success.

Let’s explore how these successful colleagues operate in their private and professional. What they disclose publicly and what keep under wraps.

1. Personal strugglesWorkplaces are often seen as professional environments, and successful people understand this very well. They know that their personal life, particularly any struggles or issues they might be dealing with, are usually best kept separate from their work life. This may include some family disputes, other issues i.e. health issues within the family etc. This isn’t about creating a false facade or pretending everything is perfect.

Rather, it’s about maintaining a professional image and ensuring that personal issues don’t distract from work related projects and assignments. This category of colleagues tend not to air their personal issues in the workplace. They also don’t add or invite office colleagues to their personal social media platforms. Needless to say that we all have our own life struggles. But successful people know that the workplace is not always the best place to discuss them.

1. Future Career AspirationsThese wise people also understand the importance of commitment and dedication to their current job roles. While it’s completely normal its their right to have long-term career goals or aspirations outside of the company if they cannot make it within the organisation for obvious reasons, voicing these openly at work may send the wrong messages for no reason.

Talking about plans to leave for other opportunities can create doubt in our dedication to the current job roles. It could impact our relationships with our current colleagues and bosses and even affect our progress within the company. While it’s crucial to have career goals and ambitions, successful people usually keep these future plans close to their chest until they’re ready to make their next move.

1. Self-doubtWe all grapple with self-doubt at times, even those who seem the most confident. I remember early in my career, I would often question my abilities and wonder if I was truly capable of succeeding in my role. Successful people are no strangers to this feeling. However, they tend not to reveal these insecurities at work. They understand that self-doubt can be perceived as lack of confidence or competence, which can impact their professional reputation.

This doesn’t really mean that one starts talking about it publicly or to the “trusted colleagues”. Instead, they work on overcoming these doubts on their own, focusing on not self-sabotaging their careers and craving for growth. They know that everyone has areas to improve on and they strive to turn their insecurities into motivation to perform better.

1. Past FailuresAs Michael Jordanvery rightly said: “I can accept failure, everyone fails at something. But I can’t accept not trying”. Failure is a part of life and often a stepping stone to success. But successful people know when and where to discuss these failures. While it’s important to acknowledge where we go wrong and learn from them, dwelling on past failures at the workplace can create a negative impression. It can lead others to question our very existence at that organisation.

Successful professionals tend not to reveal their past failures at work, unless it’s relevant to a learning experience or a particular discussion. They focus on their achievements and future goals, using past setbacks as lessons they’ve already learnt, not as defining factors of their professional identity.

1. Political leanings / affiliationsThis one is highly important. I’ve seen a few colleagues losing their jobs and their sufferings due to making such an information public in one way or the other. Research suggests that political discussions at work can lead to decreased productivity, poorer work quality, and increased hostility. Successful people understand the potential pitfalls of discussing politics @workplace. While it’s natural to have political views, voicing them in a professional environment can lead to unnecessary conflicts.

Keeping political leanings to ourselves help maintain a harmonious working environment with colleagues of all backgrounds and beliefs. It’s all about focusing on what unites us in the workplace — our shared goals and tasks — rather than what might divide us.

Final ThoughtsLet’s remember that acting maturely at the workplace is all about creating and maintaining a ‘Fineline’.The road to success is often paved with caution, care and wisdom, and part of that strategy is knowing what to keep under wraps. The art of maintaining professional boundaries is a skill successful people have mastered. Recognizing that some aspects of life are best kept out of the workplace isn’t about creating a persona or hiding who they truly are. It’s about understanding the dynamics of a professional environment and fostering a productive and harmonious workspace.

Whether it’s personal struggles, political leanings, or health concerns, the decision to keep these matters private can significantly impact how others perceive us in our professional lives. Navigating these boundaries might not always be easy, but it’s an essential part of the journey towards success. And as we’ve seen from those who’ve walked this path before us, it’s a journey well worth taking.

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One of my coaching clients shared with me recently how she was feeling insecure in her job role and lacking motivation. The company she works for is acknowledged as an entrepreneurial industry leader. Because it is currently being challenged by poor sales performance, it has bunkered down and frozen any change initiatives, learning programs or new projects until mid-2025. Because my client is in a substantial Research and Development function, crucial to innovation, we aimed to explore new ways of helping the company use their existing equipment (capital investments) and resources (people and expertise) to design and deliver low-cost and sustainable innovations to the market and creating a focused, meaningful, purposeful role and a values-based motivating opportunity for my client to be proactive, impacting the company by adding value to the bottom line by improving productivity and cost efficiency because anyone can learn to innovate.

Learning to innovateAs a result of our short time together, my client felt confident and empowered, motivated and energised, to invest time in learning how to apply her current skills and strengths, focus and attention to connect with key people and resources, explore options globally for identifying new business development opportunities, and in developing her technical skillset.

My client enrolled in an online innovation learning program to learn to innovate by acquiring the fundamentals of mindset and behaviour changes to shift their thinking and act differently.

The innovation imperative has shiftedProductivity growth needs to accelerate
According to McKinsey and Co, in the article “Investing in Productivity Growth”, it’s not only time to raise investment and catch the next productivity wave; the world needs to and can accelerate productivity growth.

“Productivity growth means getting more from our work and our investments. It is especially needed now as the world faces the many challenges of a new geo-economic era. Productivity growth is the best antidote to the asset price inflation of the past two decades, which has created about $160 trillion in “paper wealth” and even larger amounts of new debt”.

Adapting to the new net zero reality
The world must be on track to meet net-zero targets, yet many opportunities are available to accelerate efforts and help meet decarbonisation goals. Whilst some progress has been made to reduce global carbon emissions, under the current trajectory, the world won’t achieve net-zero emissions even during this century. Again, according to McKinsey and Co., in an article “Adapting to the new net-zero reality”, mitigation efforts alone are no longer sufficient – the world will need to adapt as well by going green, ramping up technologies and increasing investments.

Improving cost efficiencies
According to new BCG research, corporate leaders are making better cost management a priority as a hedge against ongoing economic, financial, and political uncertainties, stating that:

“Wholesale cuts are one way to manage costs. However, drastic measures such as sudden workforce reductions may lead to unintended consequences because they fail to address the root causes of inefficiencies. Nor do they position an organisation for future success”.

Generative Ai is a critical enabler of innovation
Whether the organisation focuses on developing new products, services, processes, or business models, Generative AI (GenAI) can enhance and challenge the work of leaders and teams across all phases of the innovation cycle and process.

By learning to innovate through knowing how to generatively question and listen, reveal and challenge operating beliefs and test assumptions to enable them to emerge, diverge, converge and prioritise high-quality creative ideas for change.

According to BCG in a recent article, “To Drive Innovation with GenAI, Start by Questioning Your Assumptions.”

“GenAI’s most prominent contribution is in idea generation and validation—innovation’s divergence and convergence phases. Yet, it can play an even more critical role in helping leaders confront and update the strategic assumptions at the foundation of their business and innovation strategies: the doubt phase of the cycle. Organisations that regularly question their beliefs are more resilient because they are more likely to see and position themselves to benefit from the shifts on which competitive advantage turns”.

The innovation imperative is paradoxicalSuppose we combine the contradictory features or qualities of developing productivity growth while adapting to the new net zero reality and improving cost efficiencies. In that case, many organisations have reverted to their conventional, business-as-usual focus, relying on Generative Ai to solve their problems.

This demonstrates a typically faddish response to a revolutionary, transformative new invention whilst being avoidant and resisting the urgent need to change by building the fundamental foundations in enhancing people’s capacity by learning to innovate.

Thinking and acting differently
Anyone can learn to innovate, and it starts with allowing, accepting and acknowledging that a business-as-usual focus, avoiding risk, making the tough decisions and resisting change are no longer effective, profitable, or sustainable because:

We all know that doing the same thing and expecting a different result is the definition of insanity. We can no longer afford to keep producing the same results that no one wants. We can’t solve the problem with the same thinking that created it; we have to learn how to be, think and act differently to deliver the sustainable and innovative solution we want to have.

Learning to innovate requires a radical strategic shiftHarnessing collective intelligence
Anyone can learn to innovate; it’s simply a matter of leveraging talent to know, combine, leverage and scale people’s multiple and collective intelligence – heads/cognition, hearts/emotions and hands/actions.

Revealing and closing knowing-doing gaps
Then, we should align these to close the significant knowing-doing gap or disconnect between what people know and what people do.

Everyone knows that innovation is the most impactful lever to use to scale and leverage change, yet are primarily unwilling to pause, stop and take time to retreat from their short-term focus, pay attention and reflect on how to equip people with the innovation fundamentals by getting people’s:

Heads to make sense of innovation and what it means by defining and framing it in their organisation’s unique context, setting a strategic focus, determining the level of risk involved in achieving it and mitigating the roadblocks that may arise.

Hearts aligned to embody and enact what innovation means by setting and sharing a passionately purposeful reason for innovation, building change receptivity and readiness for designing and delivering a range of bespoke deep learning processes and equipping people to activate it.

Hands dirty by creating a safe environment where people are encouraged to emerge and share creative ideas and permission and be allowed to experiment by making small bets and mistakes and learning by doing to know what not to do.
Innovation requires a strategic and systemic focus

Innovation is subjective and contextual, so it must be defined and framed in an organisation’s unique context. It requires a strategic and systemic focus, so an organisation needs to agree on whether they will choose an incremental, sustainable or disruptive strategy and the level of risk.

The 21st century requires us to unlearn, learn, and relearn different mindsets, behaviours, and skills; anyone can learn to innovate to deliver successful change and transformation initiatives.

Commitment and conviction to learn to innovateIt’s only through being committed and having the conviction that my coaching client now has – to explore new ways of helping their organisations use their existing capital investments, collective intelligence, people resources, and expertise, supported by Generative Ai and deep learning processes, to design and deliver low-cost and sustainable innovations to the market.

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Consistency in the day-to-day requirements of leadership is essential, but the best leaders also know how to intentionally create moments that inspire, engage, drive imagination, and have an impact that far outlasts the moment itself. In a recent reading of The Power of Moments by Chip Heath and Dan Heath (2017), I was fascinated by the dynamics that allow certain experiences to have an extraordinary impact upon our lives as humans and leaders within an organization.

Leadership moments matter, and they cannot be artificially created. They must stem from leaders who learn from life journeys and who remain authentic (Luthans, Avey, Avolio, & Peterson, 2010). Authentic leadership is “the result of combining your personal and professional identities into an integrated whole, allowing you to rise up and adapt to new challenges while still being true to yourself” (Her New Standard, 2023).

Good leaders bring their whole selves to the people they lead and the challenges they face with creativity and humility, which in turn can inspire others and bring life to an organization.

Listening

Defining moments are an important part of the leadership experience, but they can be hard to recognize when one is in the midst of such a moment. It should not be surprising that the first prerequisite to discerning an opportunity to create a leadership moment is listening. To be a good communicator is to be a good listener. It is absolutely fundamental to true leadership. (Wooll, 2021). Listening leads to relationships built on trust and a shared sense of loyalty. Inviting employees to share honestly and asking thoughtful questions to increase understanding indicates that a leader has others’ best interests at heart (Llopis, 2013). Leaders should consider listening to be their “full-time job,” as it helps them identify when a moment is needed to make a change, inspire, or simply to tell a story.

Engage

Good listening inherently requires a response from the leader. Actively engaging with people helps generate understanding and accountability. When leaders hold themselves accountable to follow-up with employees on what they have shared, “they will know that you are listening, paying attention and attempting to understand what matters most to them” (Llopis, 2013). This understanding helps build relationships. Research in the field of social psychology increasingly shows that leaders who “prioritize relationships with their employees and lead from a place of positivity and kindness” are more successful leaders in every sense of the word (Seppälä, & McNichols, 2022). Strong relationships must not be left to chance, but instead are a “matter of choice” (Zimmerman, 2016). Leaders can take positive action to build healthy relationships built on trust.

Inspire

Truly inspirational leaders “attract and engage others through their words, actions and beliefs” (Kurter, 2020). Leaders who desire to inspire must build the ability to discern when the moment is right to lean in and point the team back to their shared vision or goal (Garton, 2017). Moments like this can expand a team’s understanding of their goals, how they can each contribute, and what they might accomplish by bringing their full selves and unique skills together (Cohen, 2020).

Hypocrisy is the greatest danger to creating this kind of environment. It is nearly impossible to motivate and inspire a group when the leader’s integrity is in question. Attempts to inspire where respect is not present can actually do more damage in the long-term and create a memorable negative moment instead of a memorable positive one. Inspiration often comes from the consistent demonstration of values and follow-through, not just waxing eloquent about those values (Eades, 2019).

Translate

Good leaders must be good translators (Morgan, 2020). Dealing with complexity is part of the everyday job. However, disassembling an issue and then reassembling it in a way that creates understanding is an acquired skill. This requires a leader to have a full understanding of the issue and the use of “strong listening and communication skills to build bridges between people” (Benjamin, & Komlos, 2022). Leaders act as a translator for all parties so that the same language is being spoken, which is essential for creating a leadership moment.

Like a poem

Think about a moment that stands out in your memory—a moment that had special significance and meaning for you. Like the art form of poetry and story, such moments help us make meaning of our experiences. Leaders can harness the power of story to create moments that resonate (Xing, & Liu, 2015). “Ultimately, we bond over, grow through, and feel seen, heard, and valued through the specific moments that leaders create for us. These leaders and these moments leave us feeling capable, inspired, and like we belong” (Josh, 2023).

When you fail

Leaders are human, and at some point, will fail or experience letdowns. One cannot always control their circumstances, but good leaders control what they can—their responses to failure and disappointment. How a leader responds reveals their character. Every failure is an opportunity to demonstrate to every person in the organization, both in actions and words, how to move forward with grace and resilience (Russell, 2020).

A distinction should be made between a failure based on incompetence and a failure caused by experimentation (Good, 2015). “In the former, learning might focus on an individual’s capacity, the latter might look at how to evolve the experiment. Similarly, understanding the consequences makes a huge difference in how we deal with a failure and should help us determine how many and which people to involve in the learning process as well as how to turn that learning into change, and eventually, success” (Good, 2015).

Defining moments in leadership

As leadership experts Ed O’Malley and Julia Fabris McBride emphasize in their book, “When Everyone Leads” (2023): “Leadership is an activity, not a position of authority.” Because leadership is active, everyone has an opportunity to get better at it with practice (Birsel, 2018). Admittedly, this learning process is complex, and can at times, feel overwhelming and impossible.

Each step leaders take on this path of growing their ability to lead is a step toward becoming more human. “Leadership moments are ones that make your heart leap with hopeful anticipation or fear of taking the next step” (Martin, 2019)” Each step that is chosen is an opportunity for inspiration, understanding, and wholeness. This dialogue, so to speak, with one’s experiences and the world helps create moments with those around them.

Creating leadership moments has the power to open hearts and expand an organization’s vision for who and how they serve, and allows the leader to express that which has no easily definable shape or form, the essence of leadership. The journey toward this kind of leadership takes time, space, and the willingness to commit to being rather than only doing. For the individual leader and the people they lead, it is worth the struggle.

Resources

• Benjamin, D. & Komlos, D. (2022). Why Leaders Should Make The Extra Effort To Translate Numbers: Insights From Author Chip Heath. Forbes.
• Birsel, A. (2018). 4 Small Moments that Make a Huge Difference in Your Leadership Style. Inc.
• Cohen, S. (2020). Leadership and the Power of Inspiration. Johns Hopkins Carey Business School.
• Eades, J. (2019). 3 Ways to Immediately Inspire Anybody (From the Moment You Meet Them). Inc.
• Garton, E. (2017). How to Be an Inspiring Leader. Harvard Business Review.
• Good, A. (2015). 5 ways the best leaders learn from failure. World Economic Forum.
• Heath, C., & Health, D. (2017). The Power of Moments: Why Certain Experiences Have Extraordinary Impact. Simon & Schuster.
• Her New Standard (2023). Authentic Leadership: What It Is and Why It Matters Now More Than Ever. Her New Standard.
• Josh (2023). Leadership Worth Remembering: 10 Types of Moments the Leaders We Remember Create. 3×5 Leadership.
• Kurter, H. (2020). 7 Powerful Characteristics Of A Truly Inspirational Leader. Forbes.
• Llopis, G. (2013). 6 Ways Effective Listening Can Make You A Better Leader. Forbes.
• Luthans, F., Avey, J., Avolio, B., & Peterson, S. (2010). The development and resulting performance impact of positive psychological capital. Human Resource Development Quarterly. 21(1). 41-67.
• Martin, E. (2019). Your Leadership Moment. Medium.
• Morgan, J. (2020). Want To Be A Better Leader? Master The Skill Of The Translator. Medium.
• O’Malley, E., & McBride, J. (2023). When Everyone Leads: How The Toughest Challenges Get Seen And Solved. Kansas Leadership Center.
• Russell, J. (2020). Just Move On: The Best Leaders Own Their Failures And Learn From Them. Forbes.
• Seppälä, E., & McNichols, N. (2022). The Power of Healthy Relationships at Work. Harvard Business Review.
• Wooll, M. (2021). The importance of listening as a leader in the digital era. BetterUp.
• Xing, Y., & Liu, Y. (2015). Poetry and Leadership in Light of Ambiguity and Logic of Appropriateness. Management and Organization Review: University of Cambridge Press. 11(4). 763 – 793.
• Zimmerman, A. (2016). The Things Successful Leaders Do and Don’t Do to Build Relationships. Entrepreneur.

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I visited two neighboring farms. One farm was rich in crops and the other was poor. Both farmers had similar lands and their farms experienced similar environments.

Richness of crops signaled that farmer managed his farm well. He applied new technologies; he dealt with weeds and pests promptly and he knew the quality of soil and water he used well. The other farmer did not.

Ideas CropsThis brought the idea of this post. Our minds are the farms for the crops of ideas. Our mindsets are the farmers who either know how to grow crops well or not. Positive mindsets are like good farmers and know well how to grow ideas to generate good crops.

To generate successful ideas and grow them well requires a positive mindset that embraces

• Uncertainty and VUCA environment. Positive mindsets generate different scenario for possible future scenarios. These mindsets look for alternate possibilities. They do not try to control the uncontrollable but to adapt to it with agility.
• Growth oriented. They want to grow ideas to produce invitingly rich crops.
• Positive mindsets do not give up. They are persistent. They know failures are lessons and they learn from them.
• Embrace change. Positive minds embrace change rather than resisting it. They accept the opportunities change brings and the problems it causes and find solutions for them.
• Success-oriented. Positive mindsets work towards a successful results. They know they shall face obstacles and failures but remain committed to success.
• Weeds removers. Positive mindsets are weeds removers. Weeds come in different forms such as negative thoughts, discourage from others and feeling hopeless.

It is not enough to generate creative ideas; more is growing them successfully. Ideas are like seeds and they may be good or bad.

It is important to sort out the good seeds from the bad ones. However having good seeds without positive mindsets will only lead to poor crops.

We are farmers planting seeds of idea in our minds. It is our responsibility to grow them to yield rich crops.

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Facing a workplace situation that feels more like a never-ending marathon than a fulfilling career? Sounds like you’re stuck in the “24/7 rule” circus, where the company’s demands are juggling you around like a reluctant clown! But fear not, it’s time to add a dash of humor to lighten the mood and find your way out of this job jamboree.

Imagine this: you’re the star performer in a workplace drama titled “The Great Escape from 24/7 Land.” Cue the dramatic music as you dramatically roll out of bed after hitting the snooze button more times than you can count. Your reluctance to face the day rivals that of a cat avoiding a bath – and trust me, that’s some serious reluctance!

But wait, there’s more! Your inner circle knows all about your workplace woes, making you feel like the lead character in a soap opera where everyone’s in on the juicy gossip. And as for having fun? Well, it’s become as elusive as finding a unicorn at a corporate retreat.

Now, let’s sprinkle in some wit and wisdom. Picture yourself sitting down with a trusted confidant, pouring your heart out over a cup of coffee. You lay out your grievances, and they respond with a quip so sharp, it could cut through the corporate red tape like a hot knife through butter. Together, you brainstorm a plan so ingenious, it would make even Sherlock Holmes proud.

As you jot down your thoughts on paper, you realize something profound: it’s time to reclaim your power and put yourself first. You’re not just a cog in the corporate machine – you’re a force to be reckoned with!

So, armed with humor, wit, and a newfound sense of determination, you set out on your journey to find greener pastures. Who knows? Maybe your next adventure will involve writing that book you’ve always dreamed of or embarking on a spontaneous trip to Singapore – because life’s too short to be stuck in a job that feels like a never-ending sitcom rerun!

Remember, laughter is the best medicine, especially when dealing with workplace woes. So, chin up, my friend, and let’s add a little humor to this chapter of your life story!

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Efficiency and cost-effectiveness are key to staying competitive in today’s fast-paced business environment. This is where smart contracts come into play. As a revolutionary technology built on blockchain, smart contracts are transforming how businesses operate by automating processes, reducing paperwork, and ensuring transactions are completed accurately and on time.

Let’s dive into how smart contracts are streamlining operations and cutting costs for businesses.

What are Smart Contracts?

Simply put, smart contracts are self-executing contracts with the terms of the agreement directly written into code. They run on blockchain technology, which means they are decentralized and secure. When predetermined conditions are met, the contract automatically enforces and executes the terms. This automation eliminates the need for intermediaries, thereby reducing time and costs.

Reducing Operational Costs

One of the most significant benefits of smart contracts is their ability to cut operational costs. Traditional contracts often involve several intermediaries like lawyers, bankers, and brokers, each adding layers of complexity and cost.

Smart contracts automate these processes, removing the need for these middlemen. This streamlines operations and drastically reduces the costs associated with contract management and execution.

Enhancing Accuracy and Speed

Human error is a common issue in traditional contract execution. Smart contracts mitigate this by encoding the terms and ensuring they are executed exactly as intended once the agreed conditions are met.

This precision, combined with the speed of automation, means transactions and agreements can be completed much faster than traditional methods.

Improving Transparency and Trust

As you probably already know, if you’re staying informed on all things crypto and blockchain using bitcoin news sites, blockchain technology (the backbone of smart contracts) provides an immutable ledger of transactions. Transparency of this degree means every party involved can view the contract and its execution history, ensuring trust and accountability in business dealings.

This level of transparency is particularly beneficial in partnerships or collaborations where trust is paramount.

Applications in Various Industries

Smart contracts have applications across numerous industries. In supply chain management, they can track the production, shipment, and receipt of products, automatically releasing payments upon delivery confirmation.

In real estate, they can simplify property sales by automating the exchange of deeds and funds. In finance, they can execute trades and automate settlements, reducing the time and cost of transactions.

Challenges and Considerations

While smart contracts offer many benefits, there are challenges to consider. The quality of a smart contract depends heavily on the initial coding. Errors in the code can lead to disputes or unintended consequences. Additionally, the legal status of smart contracts varies by jurisdiction, and businesses need to navigate these legal waters carefully.

Moreover, transitioning to smart contracts requires a certain level of technical expertise and infrastructure, which can be a hurdle for some businesses. However, as technology becomes more accessible and user-friendly, these barriers are gradually lowering.

Looking Ahead

As we move forward, the role of smart contracts in business is set to grow. They offer a reliable, efficient, and cost-effective way of conducting business transactions. Investing in this technology could be a wise move for businesses looking to stay ahead of the curve.

It’s not just about keeping up with technological advancements but also about embracing tools that can significantly enhance operational efficiency and reduce costs.

In conclusion, smart contracts are more than just a technological novelty; they are a practical solution for modern business challenges. By automating processes, reducing costs, and ensuring accuracy and transparency, smart contracts are set to revolutionize the way we conduct business.

As with any emerging technology, there are challenges to navigate, but the potential benefits make smart contracts exciting for businesses across various sectors.

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Right now the world seems somewhat bleak, we are fearful and angry, living in unprecedented times and life is desperate and unfair for many, all of which means that it is difficult to remain hopeful and to have faith that our actions, our words, our thoughts can make a difference.

But we must remember that they can.

The reality is, that since the beginning of modern history, most of our challenges have been unprecedented, humanity has suffered enormously, life is unfair and random and often cruel, but yet the human race is still here, we have evolved beyond all imagination and the lives of many have improved immeasurably.

So, during these difficult times, I thought it would be good to remind ourselves of what us mere mortals are actually capable of by looking to the past for inspiration.

It was 1993, Andrew Sullivan, a journalist was diagnosed with AIDs. It was a truly terrible time – there was no cure, the deaths were desperate and lonely and prejudice was rampant.

So, Andrew took himself off to die. But he decided that it was important for him to leave some kind of legacy, a note that he had been here and his parting birdsong, was to write a book and that book was called ‘Virtually Normal’. And that book suggested a totally unthinkable thing at that time, that gay people should be able to get married. Andrew was acutely aware of the shame and subsequent self-hatred that so many gay people were unfairly and inhumanely forced to live with and could see no other way, in which gay people could be freed.

When the book came out, it was harshly criticised, by both right wing parties and the gay community. Andrew thought his work had all been for nothing and he would die not having made a difference.

It is now 27 years since that book was published, Andrew is alive, his book sparked a movement and was quoted in a key supreme court ruling in the US, declaring marriage equality for gay people. Andrew also received a letter from the president of the USA, telling him that the fight for gay marriage, succeeded in part because of him. He was invited to the Whitehouse for dinner and that President was black.

Enormous changes happen because seemingly ordinary people think the unthinkable and then have the courage, faith and passion to do something about it.

So, today and every day, please think the unthinkable and keep the faith that your actions, your thoughts and your words will make a difference to someone, somewhere.

P.S. I read this story in Johan Hari’s book ‘Lost Connections’ one of the few books I would say was definitely life changing for me as is his new book ‘Stolen Focus’.

With love

Nik x

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More than ever, organisations and individuals are looking ahead to the future with a close lens and keen insights. This type of big-picture thinking is imperative to the success of any company or a person. It’s part of building mental fitness. After all, our world is not static, rather it is in a constant state of change. With much of the future unknown and uncertain, companies (and people) need to stay agile and think strategically about what’s to come ahead. In fact, half of us feel unable to plan for the future.

Having said that, we also need to make sure to stay reactive. Our organizations know that the future isn’t set in stone. Nowadays, the future is fluid. To look at the bigger picture ahead, we know that we need to make space for reflection in case things don’t go as planned.

In this article, we shall deliberate on how to adopt habits to become a BIG Picture Thinker. Let’s find out how BIG Picture Thinking Pattern can keep ourselves and our organizations a step ahead from the competition, from the market place — and be better prepared to pivot when needed.

Who’re the Big Picture Thinkers?The BIG Picture People tend to be creative, strategic, and visionary, but they can also be messy, disorganised, and forgetful. On the other hand, the detail oriented people are conscientious and exacting, but may lack perspective or fail to prioritise long-term goals. These types of thinking skills aren’t inherently natural to us. Like any other sort of skill or muscle, it takes practice to start thinking with a BIG Picture view. Let’s see how BIG Picture Thinking should work for us and why it’s worth investing in building a future-mindedness in our respective workplacs?

Ways to Embrace Big Picture Thinking1. The Power of seeing the Whole

In most cases, particularly in our part of the world, we are not trained to have a holistic view of things. Rather, we look at the transactional value of the pieces. We love to work in silos and we feel good about it. Also, in most cases we don’t like others to interfere in our respective domains even for our own good. We live with this distorted desire to control i.e. I am the In-charge for my own little kingdom.

Unfortunately, most managers are trained like that, not bothered to look at the BIGGER Picture, e.g., the Heads of HR, Finance, IT or other support function are generally busy adding frills to their little empires without realizing the purpose or core of their organisational existence. Similarly, they train their successors in a similar fashion, living in their own (fool’s) paradise.

2. Spare Time to Reflect

Rather than acting on short-term conditions such as emotions, fatigue, time pressure or distraction, deciding based on the BIG Picture can ensure us prioritise effectively and set achievable goals. Here are a few methods we can use to think about the big picture:

1. Connect with the Divine and seek help
2. Write down the BIG Goals
3. Go for a thoughtful walk
4. Talk to a friend or a family member who is a good listener and seek advice

3. Build Future-Centric Skills

We all understand that due to the current economic situation around the world, the future will remain uncertain for a foreseeable time and that’s fine. Organizations and individuals everywhere are navigating the same uncertainty and unknown. In fact, 63% of Americans say they’re stressed about the unknown. But our workforce doesn’t have to feel like it’s navigating the unknown alone or without support.

Creating future-centric leaders in our organisations will help keep our employees agile, healthy, and engaged. Researchshows that future-centric leaders report increased team agility, team performance, innovation, and resilience. 82% of people have significant room for improvement in at least one area of future-centric leadership skills.

4. The Journey Starts from Within

It takes a “leadershift” — a balance between standing back and seeing the big picture (vision) and moving in close while painting all of the fine details (execution). BIG Picture Thinkers dream of the opportunities, not just the problems, they see possibilities, not barriers. They have the capability of see across the wall.

BIG Picture leaders then take those abstract thoughts and envision strategic outcomes. They can make a plan for how to create opportunities from challenges, and outcomes that drive an organization to somewhere ahead of where it is today. BIG Picture leaders elevate possibilities, processes and people.

5. Convert Plans into Action

Since we are discussing the BIG Picture Thinking and painting a vision, let’s see what the great artist Pablo Picasso had to say: “Our goals can only be reached through the vehicle of a plan. There is no other route to success.”

As we look through our own leadership lens today, let’s ask ourselves:

1. Do we have a vision for what we do?
2. Is our vision in sync with our life goals?
3. Are the goals outlined with a plan that is SMART (Specific, Measurable, Attainable, Realistic and Time-bound)?
4. Does our vision include leading others toward the end state? If so, am I more focused on managing an operation or leading people?

SummaryIn short, “Symphony” is the ability to see the big picture not only in terms of analysis, but also to integrate and synthesise to see that the whole is greater than the sum of all the parts. It is a capacity that each person has to a degree. The more this symphony is cultivated the easier it becomes to communicate and understand the job as a whole, the significance of each part to success, and the subtle interrelationships among the parts.

Let’s not forget that the change is the only constant and is necessary for evolution. Leadership Guru John C. Maxwell writes in his book Leadershift, “You cannot be the same, think the same, and act the same if you hope to be successful in a world that does not remain the same”.

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We are not going to be able to operate our Spaceship Earth successfully, nor for much longer, unless we see it as a whole spaceship and our fate as common. It has to be everybody or nobody.

~ Buckminster Fuller

Without a doubt, Bucky Fuller was a visionary and futurist. He cared deeply about humankind and this planet. Describing our planet as Spaceship Earth, he referred to each of us as its passengers. He also reminded us that Spaceship Earth came with no instruction book. Where we are headed as a species depends on how well we navigate, maintain and preserve the vessel upon which we are traveling and, to accomplish this, we need to work together at steering the vessel. When we make conscious and intentional choices to honor Mother Earth, we move from being passengers to crew members on this beautiful blue pearl of a planet—and we also ensure that our children’s children for seven generations to come will have safe and healthy passage aboard Spaceship Earth.

April 22nd is Earth Day—a day dedicated to the remembrance that we are each the one who make the difference regarding the future of our precious planet.

Bucky was correct in saying, “It has to be everybody or nobody.” With the immensity of the problems our planet faces, it’s overwhelming to consider the fact that we each have a role to play that is, in no way, insignificant. What can we do today to move from being a passenger to a crew member on Spaceship Earth? It begins by being mindful enough to make sure we are part of the solution, rather than the problem. We can start out by establishing just one simple practice we can commit to every day that allows us to add something positive to the planet. It might be something as simple as making sure our trash and recyclables get in the correct bins, or conserving water by turning off the faucet while brushing our teeth. Being a crew member on Spaceship Earth is not a difficult thing to do—it’s about intentionally living each day with a sense of gratitude for the gift of life itself and making reverence, mixed with a bit of humility, a daily mindfulness practice.

Consider the fact that the planet is a sacred living, breathing organism, just as we each are, and we literally draw our life essence from it, breath by breath, one moment, one hour, one day at a time. This also includes the food we eat and the water we drink that sustains our body. With a bit of help from the Creator, all that we are physically comes from Mother Earth. The question is, are we treating her as well as she is treating us? There are undoubtedly many ways to give back something life-affirming to the source that sustains and selflessly grants us life every day. Thinking about it this way makes every day Earth Day… and that is a beautiful thing.

Welcome to the crew.

Peace, Dennis

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"Remember, people respect the wise, who have the courage to live with integrity at all levels." ...

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"Arrogance is actually having excessive pride over one’s or a particular group’s accomplishment to an extent wherein we believe that our abilities are superior compared to others and that success would have come sooner if we had done it alone." ...

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"My love for performing, language and linguistics, listening to lots of audiobooks, and meeting a voiceover artist all led me to voiceovers." ...

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"Emoticons are the smiles of writing, but also the tears of communication. What is your favorite emoticon?" ...

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"AI systems do not have the same understanding of context, nuance, and emotion as humans do." ...

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"Increasing awareness of your body language and that of others will enhance your conversations exponentially." ...

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Aircraft purchase is costly for financially-constrained companies. Also, not all airlines can afford the cash needed for a whole fleet. Aircraft leasing enables such airlines to get into a legal agreement with a leasing company (lessor) for a specific period in exchange for lease payments or rentals. These payments may be made full-time, meaning all […]

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"Building relationships and networking are essential for branding and business success, as people tend to invest in individuals they know and like." ...

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"In a world filled with divisiveness, the art of "calling in" stands as a beacon of hope. It's a reminder that, in our shared journey of understanding, we have the power to shape our conversations positively." ...

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"Quantum technologies use the unique characterizations of sub-atomic particles to process data inputs and will likely revolutionize everything from cybersecurity to real-time analytics." ...

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"Success happens when both parties take responsibility for making it work. Success happens when best practices are in place and so on and so forth." ...

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"Intelligence, education, and theory are important. After all, those who choose to ignore history will often make the same mistakes over and over." ...

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"Bosses who exhibit bad people skills or who fail at problem-solving do not deserve the title of “leader”. They might be the owner, founder, or boss, but Leader? No way." ...

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Desire is an inside job because your desires are allowed to constantly change. What I desire depends greatly on my mood, what is happening around me, my partner’s mood, and even what stage of life I am in.

For many, keeping tabs on what you crave is considered a job. And well, It is a worthy task to try to shift that lens. It also takes acknowledgment that it definitely takes time, intentionality, and space to tune your ear to what may be swirling in your deep darks.

So here are some of the ways you can take on this exploration and in time perhaps not see it as a job but begin to see it as nourishment, care, and love.

Firstly, we need to acknowledge and accept desires as a part of who we are, no matter what those desires are, they are part of who we are. We also have to give ourselves permission to change what we desire depending on where we are in our lives. This acknowledgment and permission will be required for this journey to be rich and meaningful for you.

What steps can we explore in pursuit of desire in a responsible and ethical way?

Identify your DesiresEasier said than done I think! But spending time reflecting on what you truly desire in life should be a lifelong journey. This requires you to get in touch with your own feelings and emotions on a regular basis. Journaling, meditating, or talking with a trusted friend or coach can help you identify your desires. I, of course, love wondering out loud about this – so you can always reach out.

It is really about connecting to what fills us, what excites us, what leaves goosebumps on our skin, or even what brings a little devil to the surface. This cannot be done with a pen and paper, it needs to be done with action in trust-filled environments.

Own your DesiresOnce you have identified possible desires, accept them as an experience that could further develop who you are. Don’t be ashamed or guilty about what you want. Exploring independently is often the best way to get a true gauge of what is possible. So I highly recommend reading relevant books, taking courses, developing an introductory relationship with something that peaks your interest, etc.

This may require you to step outside of your comfort zone and take risks so break your desires down into smaller, achievable experiences and take steps towards honouring yourself each day.

Be Ethical Pursuing your desires in a responsible and ethical way means taking into account the impact your actions may have on others. Make sure you’re not hurting or taking advantage of anyone else in the pursuit of your desires. So very often this requires conversations. Please have them. Finding the words can be hard – so here are some ways of starting that conversation.

“WOW, I had a dream last night that was kind of saucy…..”

“Listen to this passage from the book I’m reading…”

“I have a little idea I want to share with you..”

Learning ExperiencesPursuing your desires may not always go according to plan – that’s why I talk so very often about having a Plan B and going in with the right mindset that includes: Curiosity, Exploration, and Consent. When setbacks occur, take stock and learn from them.

What about this experience was amazing?

What piqued my interest that is new?

What am I most proud of learning?

Remember, taking ownership of your own desires requires self-awareness, courage, and a willingness to take action. It’s okay to ask for help along the way and to adjust your course if needed. Taking responsibility for your own desires can be a powerful way to live a more fulfilling and authentic life and much less about a job you have to do.

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Redundancy in industrial plants plays a crucial role in ensuring reliability and continuity of operations. This strategy involves the duplication of critical components, enabling the system to operate even in the event of failure. Sectors such as energy, chemicals, and aviation benefit from this practice, as it ensures human safety and operational resilience. The benefits of redundancy include increased safety through risk reduction, business continuity during failures, overall reliability, and ease of maintenance. Ultimately, redundancy in systems is a fundamental approach to minimising disruptions, preserving safety, and ensuring the stability of industrial operations.

In the complex symphony of life, the human body emerges as a masterpiece of biological design. Every aspect of human anatomy and physiology appears to be carefully orchestrated to ensure survival and optimal functioning.

One of the fundamental principles that emerges from this evolved design is redundancy, a concept that shares remarkable similarities with the engineering strategies adopted to ensure the reliability of artificial systems.

Biological redundancy manifests itself in a number of ways within the human body. For example, the circulatory system, the heart in particular, is an eloquent example of this characteristic. With its four chambers and synchronised valves, the heart has a double pump that can continue to ensure effective blood circulation even if one part of the system is damaged. This dual structure ensures that the body can continue to supply vital oxygen and nutrients to the tissues even in adverse circumstances.

Another obvious example of redundancy is the nervous system. The brain is the body’s command centre, sending signals through complex neural networks. The presence of multiple neural pathways allows the brain to maintain communication even if some pathways are compromised by injury or disease. This multiple network ensures that crucial functions, such as muscle control and sensory perception, can continue smoothly.

Nature does not neglect vital organs either. The human body houses dual vital organs, such as the kidneys and lungs, which can perform their functions even if one of them is affected. This redundant approach provides a backup mechanism that helps preserve the survival and well-being of the individual.

Biological redundancy goes beyond mere structural duplication. It involves complex interactions between genes, proteins, and metabolic pathways, creating a resilient and flexible system capable of adapting to environmental challenges and stresses. This intelligent design, shaped by evolution over millions of years, demonstrates how nature itself embraces the concept of redundancy to ensure the survival of life.

In artificial intelligence (AI), redundancy comes in different forms. Redundant data include various sources of information to improve learning. Ensembles combine models for more reliable decisions. Deep neural networks with multiple layers act as redundant architectures. Physical AI systems have multiple safeties. Human interaction adds backup security. In critical situations, contingency plans maintain stability. Redundancy in AI aims to guarantee accuracy, security, and resilience.

In conclusion, redundancy in the human body is an eloquent witness to evolutionary ingenuity. This biological principle, which aims to ensure survival and optimal functioning, shares remarkable similarities with the engineering strategies adopted to ensure the reliability of artificial systems.

The human body is a model of how intelligent duplication and flexibility can work together to preserve integrity and functionality, offering a fascinating perspective on the interplay between nature and design.

Can the same logic of redundancy that makes the human body so reliable inspire and guide the engineering solutions that keep our industrial world functioning? How might we better apply this biological wisdom to address increasingly complex technological challenges?

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Hey, there! AmyK here.Could you use a lil’ more trust amongst your leadership team?

I get it. I really do.

Trust is often poorly defined which means it can be hard to genuinely create. Yet, there are several behaviors that result when you absolutely got it. Watch this quick video on how a leadership team with elevated trust plays full out and yields unprecedented growth.

From my heart to yours – hugs!

AmyK

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Everyone will have heard of the “great resignation”, i.e. the tendency to voluntarily abandon jobs, even well-paid ones, opting for one where work is more on a human scale.

Resignations can have very different reasons: work methods more on a human scale, a greater balance between the private sphere and the working sphere, ethical motivations, environmental situations, etc. are at the basis of the decision to leave the job. It is the desire, increasingly widespread in the new generations, to “re-appropriate” one’s life by reshaping the relationship with work.

Unfortunately, not always with a radical change of life as an epilogue.

So, we can say that today’s cultural challenge is to rediscover the human dimension of work as an element of citizenship, participation, and inclusion, without forgetting the search for sustainability.

This vision starts from the assumption that work does not only serve as an element of income and, indeed, the new generations in particular are aware that not only what can be measured through a price has value.

Work must be experienced as a collective commitment to social cohesion and inclusion. It must be a path of relationship between people, of personal growth, an instrument of autonomy and emancipation, the continuation of creation for believers, and a collective effort where everyone can make choices that determine their own future and that of society.

The world of work must include young people who are the best wealth that a country possesses, if only because they have the necessary initiative to blaze new trails.

It must include women to enhance the work with their sensitivity and organizational aptitude. Must find effective solutions for the inclusion of those who have been forced out of work during a crisis, promote a healthy balance between people from various backgrounds and cultures, recognizing, without prejudice but promoting their valorisation, the differences between employees (age, gender, ethnicity, religion, disability, sexual orientation, education or nationality).

As a further matter, the great challenge, at the beginning of the era of man-machine interaction, is precisely the enhancement of the person, for an increasingly human work, based on knowledge and protection of the environment.

The world of work has always been the best promoter of development, well-being, equality, and emancipation for all, helping to create a development that has been able to combine wealth and solidarity, although it is not always easy to achieve these purposes everywhere.

In the future, the challenge of putting the person at the center will be even more demanding: young people, the elderly, women, agile work that does not mean “working remotely” and that’s it but, rather, combining remote work with office work, reorganizing work based on the concept of responsibility and not of time, having adequate tools to facilitate collaboration, redesigning physical spaces, imagining different ways of using services by citizens, etc.

And then (better now!) addressing the major issues of inclusion and sustainability, not only from an ethical point of view but simply because we are realizing that it is convenient for everyone.

In fact, I do not believe that ethical motivations alone can solve every problem in this sector, then also have a positive impact on the economy.

We must be firmly aware that an inclusive approach is not only good for those who, for the most varied reasons, experience a condition of diversity with respect to the context in which they find themselves, but it represents an advantage for all people, for companies, for society in general.

The same goes for sustainability, the ability of companies to commit their efforts not only to safeguarding the environment but also to operate taking into consideration other variables such as the social context in which the company operates and the people who work in the business (but I would like to talk more about sustainability).

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According toRobert Bruce Shaw, author ofLeadership Blindspots,blind spots are unrecognized weaknesses or threats that can hinder a leader’s success. Weaknesses that we possess and that we know about aren’t likely to derail us from our goals. However, the weaknesses that we don’t know about are the dangerous ones.

Based on my experience as an organisational consultant, as well as what I’ve learned from the research of Shaw and Karen Blakeley (who is also an expert on the subject), I’ve found that one of the most common causes of leadership blind spots is pride bordering arrogance. This very ignorance generally manifests itself in the following ways:

1. Overconfidence: A Silent KillerNeedless to say, excess to anything in life isn’t normal. The same goes forconfidence. We, as professional leaders, must make a deliberate effort to normalize the talent and attributes associated with all the aspects of what we call ‘Talent’. The bell should start ringing when we see someone is committing an act or overdoing or overcommitting etc. As per Encyclopedia “Overconfidence is an overestimation of one’s abilities and need for expended effort and an underestimation of the situational demands that one will face”. In fact, Overconfidence bias can destroy the company.

Willful blind spots occur when people are overconfident. For instance, some leaders only want to hear what they want to hear or read reports and data that they want to read. This can be extremely dangerous for an organization, because leaders need to be able to comprehend issues from various viewpoints. Confidence typically grows with past success, and it can lead to overusing the formula that provided results, thus creating blind spots on alternative solutions for the same goal.

1. Masked Positivity: An Uncalled for ActBeing overly positive can also create blind spots. In such a “euphoric” stance about something, some leaders can’t rightly assess when and why other people disagree with their ideas. The common trap is that great leaders commonly champion and push ideas that go against the grain. I don’t believe we would recognize the names Ford, Gates, Jobs or Musk (no first names are required to know who we are speaking about) if they did not fight with a fierce commitment to their ideas and vision.

To me, positivity is essential to drive a vision and inspire and overcome problems. Still, we must also build checks into our processes and methods to identify elements that can present risks and other immediate threats.

Remember that a leader’s job is to ensure weaknesses and risks are taken care of long before they create problems.

1. Power CorruptsAlthough power is essential to taking charge and driving change, it makes leaders vulnerable to two traps that can not only erode their own effectiveness but also undermine their teams. Hubris — the excessive pride and self-confidence that comes with power — causes people to greatly overestimate their own abilities, while focus makes them less attentive to subordinates, diminishing their ability to lead successfully. A balanced relationship with power can seldom be developed overnight, but in time, leaders who follow this advice will boost their own effectiveness and facilitate exceptional performance from their teams.

Power or perceived power that is related to a position or title can create a level of over-confidence and, in many cases, a false perception that others expect the person with the title to solve unilaterally. That mistaken perception (itself a blind spot) will create other blind spots by shutting out different perspectives and potential solutions. Power-related blind spots can be exacerbated in times of crisis when immediate action is expected and required.

1. Indecisive Leadership StyleWorking with a few CEOs, I always wondered how they made it to that level with such poor decision-making ability. I’ve seen indecisive leadership sink more than a few ships. Our job as a leader is to make decisions that make things happen. That doesn’t mean we make decisions all by ourselves. The best leaders always involve a team in their decision-making. But we still need to make timely decisionthat what we are paid for. What makes decision-making hard at a senior leadership level is that someone’s neck is on the line.

Remember, delay leads to paralysis. And paralysis leads to stagnation and decline. Delayed decision-making demotivates the team. So make a decision, and create a process for making sure decisions get made regularly and quickly. Sure, every once in a while you need to take a long time to make a decision. But far too many leaders use that as an excuse.

1. Solo Decision MakersEvery problem has a flip side, and the flip side of being indecisive is being overdecisive. Some leaders make instant decisions based on their gut feeling, without any input from anyone else, and that is also frustrating to their teams. I think it’s a good practice for every senior leader to be a part of something they don’t lead. I’ve e worked with a couple of organizations where the top man calls the shorts on everything. It helps me realize how the team feels being left out in the key decision-making process.

Xerox’s Barry Randwas right on target when he warned his people saying that“if you have a yes-man working for you, one of you is redundant”.As leaders, we don’t need to surround ourselves with ‘puppets’ or ‘yes minsters’. Let’s help create a healthy, lively, and thinking work culture. Encourage teams to bring forward newer ideas, come up with logical debate, and have the courage to sayNO.

Wrap UpTrust is the invisible thread that weaves through the fabric of successful companies. It’s the catalyst for effective connection, communication, and collaboration. To effectively navigate the intricacies of today’s workplace, we need to be aware of the above key leadership blindspots that hinder trust, and then be intentional about overcoming them.

When we lead, we are certain about the incredible responsibility we have assumed toward the organisation and our teams. Always remember that leadership, by definition, is not a solo sport. We’re leading people, and how we do it ultimately determines how effectively we perform as leaders. It also means we need to become exceptionally self-aware of our weaknesses. If we think about it, the leaders we’ve probably liked the least have been the least self-aware.

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Celebrate the power of unity with “Better Together” Song Around The World, featuring Jack Johnson, Paula Fuga, Lee Oskar, and talented musicians from around the globe. This beautiful, feel-good song was a single, released in February 2006 from Jack Johnson’s third studio album, “In Between Dreams,” and was inspired by his love for his wife. “Better Together” has a universal message that “it’s always better together” when we lead with love as the answer.

None of us, including me, ever do great things. But we can all do small things, with great love, and together we can do something wonderful.

~Mother Teresa

Join us on Our Friendship Bench any Thursday or every Thursday at 11:30 AM Eastern if you’re ready to do small things with great love and create something wonderful while making new friends along the way. Click below for more︎

Discovering Magic: At The Middle of a Bench

Because it’s ALWAYS better when we’re together …

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“Why did she love him so much? He always seemed to women different from what he was, and they loved in him not himself, but the man created by their imagination, whom they had been seeking all their lives; and afterwards, when they noticed their mistake, they loved him all the same. And not one of them had been happy with him.”

–From The Lady with the Dog, by Anton Chekhov

In Anton Chekhov’s short story, The Lady with the Dog, a bored, cynical, serially unfaithful married man has a brief affair with a frustrated, insecure married woman while each is taking a holiday alone. Two deeply unfulfilled people persuaded that adulterous sex will overcome the pointless charade of their lives, drift into a relationship fated to become an “intolerable bondage”. Consumed by shallow passions, and oblivious of the needs of others, they can see no meaning in life, just futility, the burden that characterises their affair from the start.

Chekhov understood the impact that loss of a sense of meaning must inevitably have on society, and he recognised the psychological flaw that has over several centuries come to exemplify the modern mind: the ancient affliction of acedia, or accidie in English. His insight was reaffirmed by Victor Frankl, the Austrian psychotherapist, who saw that the “will to meaning” has priority over Freud’s “will to pleasure” and Nietzsche’s “will to power”.

The implications for leadership, especially at a time when we suffer from a leadership deficit at all levels of society, are far-reaching. People afflicted by acedia will hardly be predisposed to inspire others – in the home, workplace, community, or nation – to be the best they can be in working together for the good of all.

Acedia is the refusal to acknowledge one’s true nature, the denial of one’s purpose and potential in life. It is a rejection of the demands and duties that accompany the essential dignity of human nature, that of the rational animal, the puny creature that can nonetheless comprehend the cosmos. Of course, the dignity of the human person is today widely disputed, though hypocritical appeals to the responsibility of rationality are still made in pursuit of certain ideological agendas.

The ancient Greeks understood that one of the greatest moral failures possible was acedia, from the prefix ‘a’ denoting negation, and ‘kedos’, meaning care. They saw it as a lack of mindfulness, a spiritual indifference, an alienation of self from the world. In the Iliad, Homer tells of the acedia of Achilles in his shameful treatment of the body of the defeated Hector, which he drags behind his chariot in defiance of the Olympian gods and the Greek code of conduct.

In the Middle Ages, Thomas Aquinas, in the Summa Theologica, likened the sin of acedia to torpor mentis, inertia of the mind, which captures the sense of acedia more fully than mere sloth. Later, Chaucer gave an illuminating discourse on acedia in The Parson’s Tale.

Aldous Huxley, in an essay entitled “Accidie”, found it strange that acedia morphed from a deadly sin in the Middle Ages to become understood as the disease of melancholy during the Renaissance, and later as a lyrical emotion, inspiring much of the most typical modern literature. A sense of futility and alienation, and feelings of ennui and despair, seems to have fired the imaginations of creative minds for a century and more, and still does today. Boredom, futility, and despair are known throughout history, but the modern world contrived to make them respectable as signs of heroic self-expression.

Acedia is rife today, afflicting those appointed to lead as well as those called to follow. It is evident in the music and lyrics of the widely popular Billie Eilish, for example. The enervating lack of meaning arises from a worldview that exalts the detached, autonomous self, and proclaims the inviolability of individual choice. Predictably, unrestrained shopping, sex, and self-exaltation, the nihilism that insists that “what I want is all that matters”, issue only in the spiritual wasteland of acedia.

For the Greeks acedia had to be conquered by ‘enkrateia’, from kratos, meaning power, not over others, but over oneself, the willingness to subdue weakness, and obey a properly formed conscience. In Hinduism, enkrateia would be likened to dharma, which is seen in the Bhagavad Gita when Krishna exhorts a hesitant Arjuna to attack his kinsmen, the Kauravs, on the battlefield of Kurukshetra. Failure to do so would be a denial of dharma, the spiritual imperative that directs virtuous conduct in defiance of emotions like fear, anger, dejection, and the carnal promptings of the ego.

Where there is a lack of meaning, there can be no meaningful society, because social bonds require motivation, which necessarily rests on things that have meaning for the people to be motivated. And where there is no society, there can be no leadership, just raw power and compulsion. Acedia drains the spirit from both individual and community, from workforce and management, from citizen and nation.

As Plato told us, “Man is a being in search of meaning.” To abandon the search is to reduce the human person to a thing. And things don’t need leaders, they are simply used.

Originally published on my Substack, a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.

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Workplace psychology researcher, Stefan Falk, wrote an article for CNBC, in which he’d like you to know that in his more than 30 years of studying workplace cultures, he’s discovered five toxic phrases selfish and entitled individuals always use. If he came up with only five, that suggests 30-plus years may not have been quite enough.

Be that as it may, here are the offending phrases Stefan’s in-depth studies have revealed:

1. “This feedback is insulting.” [Translation: Some people may be interested in the truth. I’m not one of them.]
2. “My ideas are valuable and always merit serious consideration.” [Translation: You’ve clearly failed to recognize my intellectual superiority.]
3. “Their success comes at the expense of my own.” [Translation: You’ve weaponized merit and objectivity and used them against me.]
4. “Why are you always trying to control me?” [Translation: There’s no i in team. But if you add an e, there’s eat me.]
5. “You’re being disrespectful by not agreeing with me.” [Translation: I’m not responsible for your failure to recognize my genius.]

With a few more minutes of research, Stefan might have been able to abbreviate his article from 538 words to these nine: “Bureaucracies are Petri dishes for narcissism and self-serving politics.” But he didn’t. So, here are the top ten phrases (sentences, actually) selfish and entitled individuals use that Stefan might have heard if he’d stuck around a little longer. You can decide for yourself if they’re toxic — or if you should just tell the selfish and entitled individual in question to take a long walk off a short pier:

1. “What’s in it for me?”
2. “That’s a great idea, Herb. I’m glad I thought of it.”
3. “The only person I care about, other than me, of course, is the one on the rung above me on the ladder.”
4. “I came in late. So, I’m going to leave early to make up for it.”
5. “There’s no limit to what you can accomplish around here, as long as you always tell me I’m right.”
6. “You probably think you can’t get your nose any farther up my ass. But that’s only because you’re not trying hard enough.”
7. “If you don’t think I’m the smartest person in the room, you’re in the wrong room.”
8. “I’m not paying you to think. I’m paying you to say, ‘Yes.’”
9. “I may not always be right. But I’m never wrong.”
10. “Not for nothin’, but when HR found me, they quit hiring.”

The Man Behind the CurtainIn my last corporate gig, there was a guy as self-important as anyone I’ve ever met. We’ll call him Tony because his name was Tony. He was the last person of whom I’m aware who actually got a gold watch for 25 years of service to the company. He wasn’t an officer of the company, but he walked around, talked, and acted, as if he owned the joint.

His chief responsibilities were two: (1) He was responsible for the fleet of cars the company leased for its salespeople. (That ought to give you an idea of how long ago it was.) (2) He was responsible for commission payments to the salespeople. As a result, Tony produced enough reports every month, using enough paper to fell a forest every month, to bury the building — which was 24 or 34 stories, depending on what accounts you read — but listed as 527 feet tall in either case (?!).

Shortly after his 25th anniversary with the company, Tony was greased (staff-adjusted as the euphemists put it). His responsibilities were turned over to one of my co-workers and me. We’ll call the co-worker Jeff because his name was Jeff. When we were told Tony’s responsibilities were now ours, Jeff and I soiled ourselves. After regaining our composure and changing our shorts, we waded into the bunker Tony had built for himself in one corner of the floor on which we worked and started digging through his files.

We found nothing except for copious evidence of the fact that Tony did next to nothing. The reports he submitted every month, aside from being arboreally criminal, were delivered to him by others: The auto reports came from the company from which the cars were leased. The commission reports came from the accounting and IT departments that calculated them. All Tony did was re-package them, make them exponentially more voluminous than they had to be, submit them, and strut around like the cock of the walk.

All that and a gold watch, too. Wow.

The Moral of the StoryPeople are seldom as important as they try to appear to be. You don’t have to think they’re important at all because they think they’re important enough for both of you.

When you encounter such folks, repeat after me: “Take a long walk off a short pier.”

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In January 2008, New York Mayor Michael Bloomberg proposed a sweeping plan to ease Manhattan’s desperate traffic problems. At the time, according to U. S. News and World Report, the number of vehicles entering downtown had been growing annually by an average of 8000 per day since the 1920s, resulting in an unsustainable critical mass.

The mayor’s plan would encourage – or coerce – commuters to rely on public transportation by imposing a daytime tax of $8 per car and $21 per truck traveling onto the island. City officials believed that this “congestion pricing” would ultimately reduce traffic by as much as 12 ½ percent.

At first, the plan seemed a sure bet. A broad coalition of civic, business, labor, health, and environmental organizations endorsed the plan, together with state senators, representatives, and councilmen. “Congestion pricing,” they claimed, would increase revenues, expand regional rapid transit, reduce air pollution, create jobs and, of course, ease traffic. The U.S. Department of Transportation was so enthusiastic that it had already awarded $354 million to New York to kick-start the project. The planning commission approved the project by a vote of 13 – 2.

But the proposal generated equally passionate opposition, so much so that the state assembly failed to hold a vote by the April 7 deadline. Opponents argued that drivers seeking to avoid the pricing zone would cause traffic to spill over into adjacent communities, that added fees would place undue burden on the middle class, that not all neighborhoods would benefit equally, and that enforcement cameras threatened civil liberties. Despite the success of similar programs in London, Stockholm, and Singapore, the proposal died.

Would it have worked? Probably, yes; and here’s the evidence:

Only three months later, gas prices spiked to nearly four dollars a gallon. Simultaneously, traffic into Manhattan dropped by 5 percent, the initial target figure for Mayor Bloomberg’s plan. A significant number of people who had fought the government’s plan willingly traded their cars for public transportation when the cost of driving became too high.

More than any other nationality, Americans love their cars. This comes as no surprise if we consider the car as an allegory for personal autonomy. In a very real sense, nearly all of us are control freaks; we want to feel our hands firmly on the wheel of destiny, steering our own course into the future.

But when we come to life’s crossroads, we often choose one road over the other without adequate knowledge of where either may lead. And as we embark down the path of unanticipated danger, we may only discover much later how fortunate we were that obstacles appeared in our way to stop us in our course. The problems, frustrations, and inconveniences we curse when they arise often prove our greatest benefactors in the end.

A young man from the country traveled to the big city to buy supplies for his father’s store. In the city, he stayed with his uncle, on whom he relied to guide him in his business dealings.

Upon hearing of his nephew’s excited plans to sample the nightlife of the city, the uncle feared that the inexperienced young man might fall prey to unscrupulous characters and come to harm through all manner of unsavory activities. The uncle made a number of calls to contacts throughout the city, and immediately the young man found himself so preoccupied with business that he had not a spare minute to indulge his curiosity.

At the end of his trip, the boy complained to his uncle that he had been unable to experience the city. On the other hand, he confessed, he had done more business than he could have anticipated so that his father would surely be proud of him and give him more responsibilities in running the family store. The uncle smiled and expressed delight that his nephew’s business had turned out so well.

Only long after the young man had returned home did it occur to him that maybe his uncle had had something to do with the remarkable success of his trip.

Some call it karma. Some talk about destiny, or fate, or kismet. In Solomon’s tradition, it is the hand of Providence that causes obstacles to spring up before us and make the paths of personal autonomy increasingly difficult to travel. We feel stifled in our jobs, unhappy with our families, and discontented with the direction of our lives. We perceive the natural ebb and flow of life as a continual series of roadblocks and dead ends.

So we seek out “detours,” looking for fulfillment in the least likely places: alcohol, drugs, gambling, or adulterous affairs. We think change will make us feel better, but we usually find ourselves worse off than before.

And even when we get it right, even when we find fulfillment in our careers, families, and communities, the paths of life are rarely without potholes; holding a straight course poses a never-ending challenge.

With every step forward, we need to weigh our options and calculate the costs and benefits, evaluate which detours are necessary and which are more hazardous than keeping to a straight but tortuous main road.

If we hit a brick wall, we have to decide whether to go under, over, around, or through it – or turn back and seek a different course altogether.

Even if we are willing to reevaluate our course constantly, we may find that repeated obstacles seem to be telling us that we should give up, when in fact we are on the verge of a breakthrough; or we may try to conquer obstacles before us again and again when in fact we have no chance of success.

But if we keep our eye on the distant goal of living our lives according to moral principles and moral discipline, then whatever detours we have to traverse and however much backtracking we have to endure, we can be confident that our efforts have not been wasted and will not be in vain. By keeping our objective in sight and our eyes on every step, we cannot fail.

From Proverbial Beauty: Secrets for Success and Happiness from the Wisdom of the Ages, just released in audio format. For information, please click here.

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Let us take four scenarios first.First Scenario- You meet with an over-talker. He takes over the discussions. You try to say something but then he jumps to say let me finish my point of view and continues. This person does not know that he made you feel irritated and angry.

Second Scenario- You meet with a person who is consistent in what he says and does. Soon, you feel relaxed talking to him.

Third Scenario- You meet with a person and you have no idea what his intentions are. You suspect this person to say sweet things to cover his real intentions. He makes you feel worried and undecided.

Fourth Scenario- You meet with a successful man who suddenly lost his zeal for life. He does not know why. You too have no idea what is wrong with him. You feel unknowing what to do. He feels the same. Could it be he is suffering from an unknown illness? Probably, either one of you have a clear idea. You both feel undecided.

Classification of BehaviorsThe preceding four scenarios lead to the following classification of human behaviors

• Behaviors known to others and me (open area)
• Behaviors unknown to others and me (unknowns area)
• Behaviors known to me but not to others (hide area)
• Behaviors known to others but not me (blind area)

Behaviors that I know and others know put both in the open area. I know my behaviors well and others’ behaviors. We both know we make each other feel relaxed. We have no doubt of each other’s intentions. We exchange information openly.

A great leader is one who creates an atmosphere of openness in his team because this is what maximizes cooperation and the exchange of information and skills. Leadership becomes simple and fun in this area.

The unknowns are the most complex area a leader faces in leading. He is dealing with unknowns such as the sudden emergence of competing technology. When in new competitor shows up is another example.

Leading in the darkness of unknowns is a challenge that leaders face in our VUCA world.

The hide area such as having a secret hiding from others or a skill that you hide from others is another challenge for leaders. This attitude stifles cooperation in teams.

Hiding real intentions from others brings doubt and doubt erodes trust. Transparent communication is a prerequisite to collaboration among teams. In an environment with overshadowing clouds of doubt, it only rains more doubt. A team leader must cater for this issue promptly.

The unfortunate reality is that many people think they know themselves and in fact, they do not. They hide from themselves. They think they are friendly when they are arrogant. They behave the same way without attempting to amend their behaviors. Aristotle was right to call for the need to know self.

The blind area is when people know about you what you do not know. Talkative people do not realize they are talkative but other people know. Feedback is necessary in these cases.

In today’s world with multicultural prevailing teams, a leader will have many new unknowns emerging. The transition period for reducing the areas other than the open area is decreasing.

Great leaders have a big task and that is to make what seems undoable to the majority doable. These leaders grasp the concept of The Johari Window.

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Preface: Over a period of three years a while back, Phil Friedman and I collaborated on a series of about 30 discussion posts on a broad range of topics. We got quite a kick out of doing them, and a fair number of our respective followers clearly enjoyed reading them Then, I ended up having spinal surgery and dropped out of the world completely for about a year. During the remainder of the intervening time, I wrote some novellas and a bunch of short stories. For his part, Phil became really busy when he took over the management of a boat-building company. But when we stopped writing the series, we agreed that, someday, we’d do a redux. And recently, we asked ourselves, what better place and time to start again than here and now? —Jim

JIM: If you’re anything like me, Phil, you are probably keeping a close eye on the Ai behemoth that is plowing its way through the world, creating, fear, loathing chaos and confusion, deluding the uncreative into believing that they can actually now be creative, and foisting many metric tonnes of crap onto the dung heap of social and even conventional media

My view on this is that, net-net, it’s going make the dumb people even dumber. and a few greedy rich people even richer. It’s going to eventually destroy the concept of learning and the world is going to be saddled with exponentially more idiots than it already has. For a while. Then guess what, it will (IMO) implode beneath the sheer weight of its own bullshit.

There’s a great short story I read in high school entitled “The Machine Stops.” It was written by EM Forster in 1909. It’s all about the kind of culture that would be created when people became totally dependent on his version of today’s Ai. These people knew nothing but what they were told by the machines. They went nowhere because the machines convinced them that the world was a mess and the atmosphere was poisoned. Everything they needed was delivered to them. They were ignorant and afraid. And then one day the machine stopped.

Well, I won’t spoil it by telling you the ending. But the thing that’s getting revved up right now as we speak, is exactly as Mr Forster described it. I do believe we’ll be hearing a lot of stories about people who have been victimized by some Ai-created scam or other and over the long term it could have a serious impact on the economies of stupid countries all over the world.

I think about my grandson, Rowan, who is 12 now. His parents are bright enough to know what’s going on, and he is having his online time restricted to one hour a day. But at some point, they won’t be able to control that. And what about all the other parents of young kids, the ones who both have to work and are perfectly fine with the kids entertaining themselves? How much danger to those kids will the effects of Ai create in their lives? What will it turn them into as they grow?

This is a monster that can touch every aspect of every person’s life. And I honestly believe its rapid acceleration is powered by greed and ego, as opposed to understanding and humanity. Over to you, pal.

PHIL: Well, Jim, it’s been a while since I was called upon to answer one of your hyperbolic doom-and-gloom diatribes. I had almost forgotten how it feels to watch a sunset and worry that the forces of the universe might be extinguishing the light, permanently.

Anyway, I certainly share your concern for the nature and quality of life our respective progeny will enjoy — or perhaps, more accurately, endure. But as I have done several times before, I am moved to quote Pogo expounding on the shores of Lake Okefenokee, “We have met the enemy, and he is — us!”

If the doom and gloom you predict, in fact, come to pass, the responsibility will be ours, not that of the Prophets of Ai or the hype they spew daily in their chase for the profits of Ai. Ours because we have unreflectively accepted their hyperbolic claims and lain down on the sacrificial altar of commercial opportunism. I know that’s a mouthful. But beyond being true, it’s virtually self-evident if we only open our eyes and accept the evidence of what we see … and don’t see.

Let’s review, for example, a few pretty self-evident, but almost now universally overlooked facts:

1) The science and reality of robotics have nothing really to do with artificial intelligence (Ai) because robots are programmed to perform tasks such as painting products during manufacture or running through warehouses finding, “picking”, and packing for shipment goods which have been ordered by customers. The robots don’t exercise a whit of judgement, and so are not intelligent, even when equipped with self-correcting (“self-learning”) sub-routines in their drivers.

2) Chatbots are not intelligent in any meaningful sense of the term. They don’t “understand” what humans are saying to them. Instead, what they do is digitize what they “hear” and compare it to a huge database of similarly digitized expressions and known appropriate responses, and by working their way through a set of complex algorithms, select or construct a response that best fits what an analysis of the data indicates most likely fits the exchange. That’s why Chatbots based on large language models (LLMs) work so much better than earlier Chatbots which relied on much smaller databases. But contemporary Chatbots still do not exhibit judgement, only automated data analysis that returns answers in a form that mimics human conversation. And much of the time, the answer is questionable or wrong, notwithstanding hyperbolic commercial claims to the contrary.

When pressed to show us the intelligence, the Prophets of artificial intelligence pointed to denizens like Alexa and Siri. Never mind that, when you ask yourself what is so intelligent about, for instance, the Ai marketing program that Amazon employs on its e-commerce site — you know, the program that recognizes you just purchased a desk chair and sends you information on twenty other desk chairs that it, by its own words, “thinks” you might like to investigate — you are moved to tap out Morse code for Whiskey Tango Foxtrot. Which is why the Prophets have now moved to distinguishing between Human Intelligence (capital ‘I’) and Ai (small ‘i’). They additionally tell you that they never intended to confuse the issue by using the term Intelligence (capital ‘I’). But they did.

JIM: What you have described in your own inimitable way is the actual reality of what everyone is calling Ai. I guess you could also call it pseudo-intuitive automation if you wanted to be generous about it.

The weird thing is that a lot has happened since the Ai hype machine swung into full gear and started trying to convince the world that it was the next big thing.

First thing that happened of note was that a lot of businesses bought into it and saw it as a way to replace human talent within their companies. And that started a massive exodus of writers across a pretty wide spectrum of activity. That distressed me because, well I’m one of them, not the displaced crowd, because I don’t do that stuff anymore. But I could certainly relate.

The next thing that happened was a whole wave of activity around the idea of plagiarism. Getty Images is leading that charge. I know from experience that they are a take-no-prisoners company that go after anything that smells funny with a vengeance. As this part of the Ai counter movement grows with hungry lawyers prowling the earth, and pissed-off artists and writers everywhere, I can see this being a huge can of worms for the denizens of Ai.

Then there is the commodity side of it. Literally hundreds of companies are being funded by investment bucks, that are soon, if they aren’t already, demanding that their investees begin monetizing their tools to create the ROI that was promised to them. This is where the economy takes a hit, probably over the next two years, as the sheer volume of these businesses fall prey to the good old 80/20 rule, and start to fall by the wayside.

The last issue is one of responsibility. When does the government step in and start setting boundaries and standards for these companies to adhere to? Right now it’s a circus, and like any circus, there are more clowns than actual performers.

I know my opening salvo was kinda doom and gloomish, but it actually was created three weeks ago which in the Ai universe is a light year or two. My thinking, based on new data is now much more pragmatic than romantic.

I believe this stuff will be with us and part of what we have to live with like it or not. My hope is that the cream rises to the top and makes it beneficial. But my fear is that the scammers will master it and use it to up their game, creating more unwitting victims.

Having said that, I’d be interested in how you think we can go about combatting the adverse effects that this wave of bull chips is creating.

PHIL: The first thing is to stop accepting at face value the hyperbolic claims of those who promote Ai, whether for profit or other forms of personal gain or out of abject naïveté. Instead, always ask to be shown examples of clearly demonstrated results. In other words, tell Ai promoters, boosters, and cheerleaders to #SHOWMETHEINTELLIGENCE.

Understand that you don’t have to be an Ai geek or a software engineering genius to do this. All you have to be is intelligent enough to judge if the product placed in front of you (speaking figuratively) is equal to the claim about what you would see. And when you do that, I submit that most, if not all times you will find the reality of what is presented falls far, far short of the claim(s) in question.

Consider, for example, Amazon which bills itself as a leader in Ai development — employment of advanced robotics in their warehouses, development of autonomous delivery vehicles, and so on, including an Ai marketing ChatBot on their e-commerce website that watches what you’re buying and sends you emails with suggestions to look at other products that they carry in which you’re likely to be interested.

Well, that last is a claim, but what’s the reality? When you buy, say, a desk chair from Amazon, the marketing Bot sends you suggestions for a half dozen other … desk chairs. As though you might be starting a collection of desk chairs. It doesn’t suggest any desks or desk accessories of desk lamps or anything else that, in reality, you might now be interested in buying; it suggests an item of the same type as the item you just purchased. That’s not intelligence, artificial or otherwise; it’s pure idiocy, as well as being a crass misrepresentation of what’s really behind those stupid freakin’ post-purchase marketing emails — which is a crude keyword matching program sans even an iota of “intelligence”.

Or consider the program in California to develop self-driving taxis (SDTs). Yeah, I know, that sounds like a term for a genital disease. Not far off, unfortunately. It turns out that the fleet of SDTs being operated now is racking up more than twice the accident rate as that of ordinary driver-manned taxis. And when that statistic was released, the answer of the developers was that more testing and a bit more engineering refinement were needed, but we’d all see BIG results soon. Bull chips!

Moreover, even if these developers can eventually bring in a product that is as safe as driver-manned taxis, I bet you dollars to donuts that the time and cost to do so will be fifty times that of simply training and certifying a corps of professional taxi drivers, which latter would have the additional benefit of preserving the jobs and incomes of drivers. To my mind, the program is wrong-headed from the start — just like so much of the purported development in Ai.

JIM: What you have described is the entire situation in a couple of meaty nutshells. I know you only cited a couple of examples, but I think the list is much longer and grows larger every day.

The human race, which we have both been a part of for a lot of years, seems to be governed by a lot of things the least of which is respect for humanity. I get the need for pseudo-intelligent machinery to do things that are dangerous and maybe even impossible for humans to do, and in some cases, things that are mind-numbingly tedious for humans.

But through all this hype and it’s coming at us a mile a minute, I get the feeling that it’s really all about greed and who can carve out the biggest slice of whatever this Ai pie turns out to be. There’s no real concern for anything other than getting people to buy into whatever it is they are pushing. There’s no real concern for the amount of human displacement they are creating. Or the dangers of this tech to all of humanity.

At the end of the day, they’re just a bunch of New Age hucksters. It’s funny how history keeps repeating itself. New player. New gizmos. Same old bull chips.

Sincerely Jim & Phil

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Have you ever felt that unmistakable connection, when meeting someone who understands you? Or felt the joy of being part of a group whose members share your interests and values?

The world is changing and evolving. Technology is getting better. But even in the digital age, the power of finding your tribe is still an essential part of being human. Belonging is a fundamental human need. It impacts our well-being and sense of identity.

As social creatures, we have an innate desire to connect and find our tribe. A Community of a group of like-minded individuals. The one that provides support, and understanding, and gives a sense of belonging.

Join us as we delve into belonging. And uncover its significance in nurturing personal development. The article will lead to a sense of purpose.

What does it mean to find your tribe?How does it impact your personal growth and well-being? In a time when virtual connections often replace genuine human interaction. How do we bridge the gap between online networking and actual, meaningful belonging? These questions lead us to explore the intricate interplay. Find the thin line between our natural need to connect with others and our ability to change.

By realizing how important it is to find your tribe, we can open the door to real friendships. Support networks, and growth chances that remind us of our shared humanity.

The Need for Belonging1. The Evolutionary Aspect

Throughout history, humans have lived in tribes and communities. Cooperation amongst each other and group relationships were essential for survival. Our ancestors relied on the support and protection of their tribes. Fostering a sense of belonging and security. This evolutionary aspect of our need for belonging still resonates within us today.

1. Maslow’s Hierarchy of Needs

Abraham Maslow’s renowned hierarchy of needs incorporates experiencing a sense of fitting in. According to Maslow, once our physiological and social requirements fullfill. Our desires encompass affection, esteem, and inclusion within a community. Attaining self-actualization, which represents the pinnacle of individual development and contentment, becomes contingent upon establishing a feeling of belongingness.

The Benefits of Finding Your TribeDiscovering your tribe yields camaraderie, shared values, and support, fostering personal growth, belonging, and well-being. Connection with like-minded individuals enhances fulfillment and a sense of purpose

1. Emotional Support and Resilience

Belonging to a tribe provides emotional support during challenging times. Individuals with a strong sense of group identity are more resilient. They and recover quickly when faced with bias, bigotry, or personal attacks. The support and validation from fellow tribe members resonates, offering solace and strength.

2. Common Purpose and Motivation

Joining a tribe offers a shared sense of purpose and motivation. When pursuing a common goal or passion. Be it joining a political campaign or engaging in a cause. The tribe becomes a source of inspiration and camaraderie. Following a common purpose fosters a deeper connection. And offers a sense of belonging among tribe members.

3. Enhanced Social Connections and Battling Loneliness

Finding your tribe can jumpstart efforts to enhance social connections and combat loneliness. Engaging with people with the same hobbies or emotions as you do makes it easier to like and accept them. This group is likely to have a friendly atmosphere. This makes people accept the companionship and feel isolated.

1. Personal Growth and Self-Improvement

Belonging to a tribe creates an environment for personal growth and self-improvement. Community members can offer constructive criticism. Give feedback, and guidance to help individuals identify and overcome weaknesses. The tribe becomes a safe space for self-reflection and personal development.

Selecting Your Circle: Navigating Connections for Growth and FulfillmentCrafting meaningful connections is pivotal. Choosing your tribe can shape growth, happiness, and shared aspirations, fostering a sense of belonging.

1. Building Your Community

Belonging is not limited to familial relationships. You have the power to choose your community, your tribe, and even your family. While the family and society we are born into may not always provide the support and connection we need,. We can seek a community that aligns with our values and aspirations.

2. Diverse Perspectives

It is essential to cultivate a diverse community that encompasses various backgrounds. Has experiences, and perspectives. Connecting with individuals who offer different viewpoints and insights. It enriches our understanding of the world and broadens our horizons. Diverse tribes provide a well-rounded perspective and encourage personal growth.

1. Authentic Connections

Seeking authentic connections is critical to finding your tribe. Surround yourself with individuals who genuinely support and empower you. Genuine relationships foster an environment of trust, allowing for vulnerability and growth. Choose a tribe that values authenticity and provides a safe space to be your true self.

Nurturing Belonging: Fostering Connections for Well-beingCreating a sense of belonging is essential for mental and emotional wellness, enriching life through meaningful relationships and shared experiences.

1. Building Awareness

Cultivating a sense of belonging starts with self-awareness. Reflect on your values, interests, and aspirations. Identify the type of community or tribe that aligns with your authentic self. Understand your need for connection and open yourself up to forming new relationships.

1. Active Participation

Belonging requires active participation. Engage with your group by attending events. Actively participating in conversations, and adding your unique ideas. Look for ways to meet people who share your interests. Build meaningful relationships within your group.

3. Nurturing Relationships

Nurturing relationships within your tribe is crucial for maintaining a sense of belonging. Show genuine interest in others, offer support, and celebrate their successes. Cultivate a culture of inclusion. Give respect, and kindness to foster deep and meaningful connections.

1. Embracing Shared Experiences

Shared experiences solidify the sense of belonging within a tribe. Do things or work on projects that bring people together and make lasting memories. Shared experiences, like going on trips with your tribe. Helping others for a cause you all care about. Work on projects together, and make the ties within your tribe stronger.

The Future of Belonging: Navigating New Realms of ConnectionIn the ever-evolving world, the concept of belonging is also undergoing transformative changes. The future of belonging lies in embracing innovation. Honoring the timeless need for human connection. Here are vital steps that outline the path to the end of belonging:

1. Digital Communities with a Personal Touch:

The digital landscape continues to shape how we connect. Future belonging involves creating virtual communities that go beyond superficial interactions. These spaces will leverage advanced algorithms and AI to curate meaningful connections. Tailored to individual preferences, fostering genuine relationships.

2. Embracing Inclusivity and Diversity:

The future of belonging transcends homogeneity. Inclusive communities will emerge, recognizing and celebrating diverse identities and perspectives. These spaces will cultivate empathy, and broaden worldviews. And promote personal growth through exposure to varied experiences.

1. Blurring Virtual and Physical Realities:

Advances in augmented and virtual reality will blend physical and digital realms. Belonging will extend beyond screens, enabling immersive interactions that mimic face-to-face experiences. This fusion will bridge geographical gaps and enhance the authenticity of connections.

1. Purpose-Driven Networks:

Belonging will revolve around shared values and goals. Future communities will unite individuals driven by everyday purposes. Be Environmentally sustainable, provide social justice, or offer artistic expression. These purpose-driven connections will fuel collaborative efforts and amplify collective impact.

1. Lifelong Learning and Mentorship:

Belonging will become an avenue for continuous learning. Communities will ease mentorship. Thus enabling individuals to teach and learn. Fostering personal development at all stages of life.

6. Well-Being and Mental Health Focus:

Future belonging will prioritize well-being, offering platforms for open conversations about mental health. These spaces will provide support, reduce isolation, and promote a culture of understanding.

ConclusionIn conclusion, the journey to find your tribe and foster a sense of belonging is pivotal to personal growth and fulfilment. Beyond mere companionship, belonging offers a profound tapestry of emotional sustenance. It shares aspirations, and meaningful relationships that significantly enhance our holistic well-being.

Through deliberate efforts to seek out and nurture authentic connections, we weave a supportive tribe. That stands by us and empowers us to reach our full potential. By embracing the inherent power of discovering your tribe, you unlock a transformative force. A power that shapes your existence. Enriches your experiences, and encourages your pursuit. Lead a more purposeful and interconnected life.

Embrace the power of finding your tribe and experience its transformative impact on your life.

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Baldassare Castiglione (1478 – 1529) was born in Mantua to an aristocratic family. He served as a diplomat in many of the courts of the Italian princes, but it was in Urbino that the conversations and background work were completed for his classic book on courtly etiquette. It has left for posterity a remarkable first-hand commentary on Renaissance manners and society. ‘The Book of the Courtier’ demonstrates the enduring truth that while manners and customs may change, human nature stays the same. Enjoy this paraphrase of an excerpt on women rulers:

“The Magnifico said: ‘You can study any period in history to see the merits of women alongside those of men, and it will become clear to you that they have always been every bit as capable as men. Ignore for the moment the most ancient times and consider that when the Goths controlled Italy, one of their greatest rulers was a wise queen by the name of Amalasontha. The Lombards also had a remarkable queen in Theodolinda, and of course the Byzantine Empire had the formidable Theodora. There have been many women rulers of enormous ability, for example, the Countess Matilda, who we should ask Count Ludovico to tell us about. After all, she was a member of his family.’

“The Count declined because he did not think it would be right for a man to wax lyrical about his own family.

“And so the Magnifico went on: ‘Think of all the outstanding women in history who came from this prestigious house of Montefeltro. And how many others came from the houses of Gonzaga, Este, and Pio? Even if you want to refer only to the current era, we will have no trouble in finding excellent examples, because they are all around us. But I am not going take advantage of the many able women present, because that might give someone the opportunity to claim you agree with me merely out of courtesy.

“’Let’s leave Italy for a moment, and acknowledge that our own era has witnessed the greatness of Queen Anne of France. Compare her in terms of justice, mercy, generosity, and virtue, with the kings, Charles and Louis, to both of whom she was married, and she is seen as their equal in every way. Think of Madonna Margarita, the daughter of the Holy Roman Emperor Maximilian, who has always displayed exemplary wisdom and justice in the government of her realm. Then, if we put to one side all the others, I ask you, Lord Gaspar, if you can name a single male ruler in this era or any other who might be favourably compared with Queen Isabella of Spain.’

“The Lord Gaspar suggested her husband, King Ferdinand.

“The Magnifico conceded: ‘I can hardly refute that – after all, the queen did consider him as an estimable consort, and obviously loved and honoured him. Still, in my opinion, the prestige he gained by marrying her was as valuable as the Kingdom of Castile itself.’ Gaspar disagreed and argued that Queen Isabella’s fame rested on her husband’s achievements.

“But the Magnifico persisted: ‘The entire population of Spain – the nobility and the commoners, male and female, rich and poor – could hardly be mistaken at the same time, and all agree that there has simply never been a ruler of such integrity, wisdom, holiness, and generosity of spirit as Queen Isabella. Even though her fame is such across the whole of Europe as to be considered legendary, the fact is that the very people who lived with her and saw what she achieved for themselves, all insist that her reputation rested on her own character and actions.

“’One only has to review her achievements to be satisfied that this is true. For example, it is common knowledge that on her accession most of Castile was controlled by the great nobles, yet she quickly wrested control from them, and was still able to command their ongoing loyalty.’”

Originally published on my Substack, a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.

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In this episode, recorded at Ada Lake in Belgrade, Serbia, we talk about why being present with your team is essential to building trust and psychological safety, developing relationships, dealing with challenges before they become problems, and driving innovation and creativity.

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Is imagination really more important than knowledge? How does imagination link to catalysing collective innovation and unleashing corporate vitality? When I did my research, I discovered that the answer is actually paradoxical!

Albert Einstein famously said “Imagination is more important than knowledge. For knowledge is limited to all we know and understand, while imagination embraces the entire world, and all there ever will be to know and understand.”

Why is the answer so paradoxical?According to a well-researched and scientific article “Einstein’s most famous quote is totally misunderstood” in BIGTHINK magazine, the author suggests that he’s really doing is encouraging people to look beyond the current, conservative frontiers of what we know and into the realm of what we’re compelled to explore next.

He describes that imagination, in Einstein’s mind, is shorthand for a thought experiment: to simulate the consequences of a theory in a regime that’s yet to be tested, where the imaginative predictions were all well-quantified far in advance of the observations/experiments.

• Both knowledge and imagination

This means that for your imagination to take you to worthwhile places, you also need a strong foundation of knowledge of the subject to build your theory, or idea upon, making it a “both/and” paradox. This also means that you need both a deep knowledge of the subject or problem and a capacity to create, evolve and exploit mental models of things or situations that are often counterintuitive and counterfactual and don’t yet exist.

Doing this enables you to generate new lines of feeling and thinking, and to connect fields, problems, and ideas that others find unrelated. To ultimately inspire, and result in collective innovation.

How does this relate to innovation?Most of us are already aware that companies increasingly need to innovate — across strategies, operations, offerings, and business models. Especially when business environments are experiencing a range of global and local crises, accelerating change and ongoing, relentless instability and uncertainty. Where many have become survival focussed, and adopt a short-term reactive lens in attempts to restore “normality” and arrest a decline in long-term growth rates and competitiveness.

As well as arrest a serious decline in their corporate vitality. Which is crucial for long-term success, growth, and sustainability. Yet some companies are unaware that imagination is upstream of innovation. Sadly lack the focus towards entering this critical realm and leveraging it to stimulate a capacity for collective innovation which is needed for corporate vitality to thrive.

Corporate vitality enables organisations to thriveAn organisational culture that embraces corporate vitality enables them to thrive, by knowing how to shape visionary strategies in the imagination age that enables it to:

• Rebound and reinvent themselves, under pressure.
• Ignite people’s imagination to co-create ideas.
• Collaborate to accelerate collective innovation.
• Deliver and accelerate growth in a VUCA/BANI.

Yet, according to research by the BCG Hendersen Institute in an article “Competing on Imagination”

“Big businesses often struggle to make use of imagination. They may try to make it a predictable process, and end up with routinization and incrementalism. Or they may treat it like a magical power, celebrated in tales of great innovators, in the hope that good ideas will appear as needed. As companies grow, it becomes harder to be imaginative. Larger companies tend to focus on exploiting what they know and what originally gave them scale”.

What else inhibits the development of corporate vitality?The BCG research also reveals that most companies don’t yet know how to ignite people’s imagination. Which is required to co-create ideas and collaborate.

Often because they usually lack the motivation, rigor, and knowledge required to:

• Clarify, ignite, and activate imagination: what it means and how it works at either an individual or collective level.

Which restricts an ability to develop the capacity required to deviate from the norm and emerge creative insights and breakthroughs, invent, and innovate on a scale.

• Strategically and systematically improve the individual and collective capacity to imagine: which keeps them stuck within their own spheres, and focuses on averages rather than on exceptions.

This also restricts individual and collective investment in creating free time and space for daydreaming, mind wandering, and meandering into the unknown.

• Cultivate individual and collective imaginative capacity through social transmissions: that evoke new questions and provocative ideas.

Which keeps them restricted to the confines of their own, or current mental models, rigid role parameters, and focus on metrics and conventional short-term siloed approaches.

Ultimately inhibiting our capacity to alter our cognitive habits, allowing our minds to make new associations, develop, and experiment with new ideas. That forms the foundations for cultivating a culture that catalyses collective innovation and unleashes corporate vitality.

Taking a neurological approachResearch presented by Gabriella Rosen Kellerman and Dr Martin Seligman, in their recent book “Tomorrow Mind” enables us to take a neurological approach towards igniting people’s imagination – to arouse our curiosity and co-create ideas, that result in collective innovation.

• Default Mode Network (DMN)

Stating that when we allow our minds to wander and daydream, our brain doesn’t just “power down.” Instead it “switches to a new mode of thinking, one so vital that it is our default – or the activity our brains jump to in every free moment” which specialises in two processes: imagining and planning.

This is known as our Default Mode Network (DMN). Which activates when we let our minds wander or drift into a daydream, to create spontaneous oscillations that allow us to observe novel thought streams and extract new patterns, generalizations, interpretations, and insights.

It is the place our best ideas come from.

• Discovering what does not yet exist

In this realm, our minds break the bonds of space and time, blending memory and fantasy, creating an eternal cycle that dances between exploitation and exploration.

Allowing us to exploit our “knowns” and explore new possibilities by imagining scenes that differ radically from the actual past and the actual present, allowing us to discover and learn deeply about what does not yet exist.

What does this mean to organisations, leaders, and coaches?* Power of provocation

ImagineNation has pioneered innovation coaching and presented The Coach for Innovators, Leaders, and Teams Certified Program, globally online for more than 10 years. To teach the traits, mindsets, behaviours, and skills to ignite people’s imagination, based on our experience that consciousness, imagination, and curiosity are the precursors to both creativity and innovation.

Where consciousness contains the states and qualities of the mind, which is where our imagination is located, creativity is the process of bringing something new to the mind, and innovation is bringing the new to the world.

• Being a disruptive provocateur

We teach participants to become “disruptive provocateurs” who know how to compassionately, creatively, and courageously create collective holding spaces.

That creates the permission, safe space, and trust for developing generative thinking processes that enable peoples to see and solve challenging problems that evoke and emerge new discoveries, and creative ideas and generate learning by:

• Disrupting peoples’ habitual feelings and thought processes and comfort zones,
• Co-creating the permission, safety, and trust to deviate and differ,
• Space and time for elasticizing and stretching habitual thought processes.

Imagination can be provocative because it arouses scenes that differ radically from the actual past and the actual present. This allows us to discover and learn deeply about what does not yet exist. It enables us to focus on being intentional, in taking intelligent and right actions to solve the problem differently and develop corporate vitality.

• Power of prospection

Developing the co-creative frequencies requires us to alter our cognitive habits, allowing our minds to make new associations, develop, and experiment with new ideas, and cultivate a culture that embraces corporate vitality. This involves the capacity to imagine alternate futures, and by developing prospection skills – “the ability within each of us to think about the future and envision what’s possible.”

According to USA-based leading global coaching platform BetterUps’ Report on the Future Minded Leader:

Imagining ourselves into alternate futures and evaluating them as a way to make decisions and guide present action is unique.

These occupy at least one-quarter of our waking thoughts, and when it comes to imagining the future, we are at once both our most optimistic and pessimistic selves, which is, in essence, also contradictory. Because we can both project optimism about what is to come and make risk-averse decisions to build the foundations for envisioning a range of desirable and alternate futures.

• Sparking corporate vitality

Building an “imagination machine” – an organisation where the imagination of individuals work together is fully supported intentionally and by design involves creating space for our Default Mode Networks (DMN) to activate and lay the foundations for collective innovation by:

• Creating space and time for reflection enables people to regain control of their attention and minds, and to allow spontaneous, generative mind wandering – by engaging in simple activities like walking, reading, bathing, exercising, and free writing.
• Making it safe and permissible to regularly expose people to the unfamiliar and the unknown – by building their discomfort resilience, provoking and elasticising their core and habitual thinking processes.
• Coaching, teaching, and training people to view their worlds systemically, to wander and daydream at the edges of the social fields – to sense, perceive and emerge anomalies, and counterintuitive and counterfactual patterns and trends.
• Coaching, teaching, and training people to safely disrupt and challenge their habitual mental models – by creating mindset flips and paradigm shifts, developing their curiosity, and enhancing their cognitive diversity and agility.
• Introducing more playfulness into the working environment – by improvisating, exploring, introducing business simulations, and learning events, as well as gamification, to generate insights, that saturate us with ideas that we can then incubate.

Imagination, collective innovation, and corporate vitalityWhen we combine a rigorous approach to expanding and applying both our knowledge and our imagination, we can co-create ideas, and innovate in ways that illuminate people’s hearts and minds.

By altering and elasticising our cognitive habits, allowing our minds to make new associations and unlikely connections, we can develop, and experiment with new ideas, and cultivate a culture that leverages and scales collective innovation that unleashes real corporate vitality.

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Ever feel like you’re stuck in a rut, going through the motions of everyday life without really growing or improving yourself? The truth is real personal growth requires effort. It means challenging what you think you know and unraveling preconceptions. It’s time to embrace change and unlearn the outdated mindsets holding you back.

The Problem With What We “Know”

The illiterate of the future are not those
who can’t read or write
but those who cannot
learn, unlearn, and relearn,

— Alvin Toffler.

What parents, teachers, and society have taught us is what we accept as truth. The “facts” we know are full of biases and limited perspectives. We must unlearn some of these assumptions to grow and open our minds.

Let’s understand with examples, we know that if we work hard and follow the rules, we’ll be successful. But in reality, there are many external factors outside of our control. Unlearning this belief means accepting that failure is not always due to individual shortcomings. It allows us to show more compassion for ourselves and others.

Similarly, we were likely taught that intelligence is fixed. And that we have specific natural talents that determine our abilities. Modern research shows that a “growth mindset,” is the belief that skills and intelligence can be developed. It is a must for improvement and success. Unlearning the notion of fixed ability is critical to reaching our full potential.

Embrace Growth: Unlearning for a Progress-Driven PerspectiveChallenging what we think we know isn’t easy. Our brains prefer familiar ideas and ways of thinking. Question your assumptions, and consider other perspectives. Accept in life you may not have all the answers. We can gain a balanced and insightful understanding of ourselves and the world around us.

The beliefs we hold most, are often the ones most need examination. Unlearning is a humbling process, but it’s the only way to make space for new growth. By letting go of rigid thinking, we open ourselves up to possibility. And that is where real progress begins.

Why Unlearning Is Essential for GrowthTo grow, you must let go of what you think you know. Unlearning is a skill. Unlearning, though challenging, fuels growth. Our minds favor familiarity. But questioning assumptions and exploring diverse viewpoints fosters actual development.

Acknowledging knowledge gaps humbles us. It paves the way for fresh insights. Our deepest-held beliefs benefit from scrutiny. Unlearning is the path to make room for new ideas.

By releasing rigid thinking, we unlock potential and embark on genuine progress. Embrace unlearning as a catalyst for growth. Allow evolution beyond the confines of old perspectives.

Half of wisdom is learning what to unlearn

The idea is that true wisdom involves recognizing the need to shed outdated beliefs. In pursuing knowledge, individuals accumulate ideas. That might have once been valid but has lost relevance or accuracy over time. To achieve genuine wisdom, one must discern between valuable knowledge and concepts that hinder growth.

The willingness to unlearn obsolete notions demonstrates a deeper understanding of personal limitations. This offers a commitment to evolving perspectives. Just as learning enriches the mind, unlearning is essential. It ensures a well-rounded and adaptable intellectual foundation.

Why is unlearning so hard?We get comfortable with what we know. Our brains form solid neural connections that reinforce familiar ideas and ways of thinking. To unlearn, you have to break those connections. This can feel threatening and disorienting. But unlearning is how we make space for new ideas and new growth.

How do you start unlearning?First, question what you “know” to be true. Look for beliefs and habits of thinking that feel fixed or rigid. Then, look for evidence that contradicts those beliefs. Try re-framing the idea in a more open, flexible way.

For example, maybe you believe that “people can’t change.” But people change all the time in big and small ways. A more open belief would be “people can change under the right circumstances and with effort.”

Look for real-world examples that challenge your assumptions. Talk to others with different perspectives and experiences. Their insights can help expand your thinking.

Unlearning is challenging but rewarding work. With practice, you can let go of limiting beliefs and open your mind to new possibilities. Growth happens outside your comfort zone, so take that first step to question what you think you know. The more you unlearn, the more you’ll realize how much remains to learn.

Identifying Areas Where We May Need to UnlearnTo grow, we must first face the uncomfortable realization. Some beliefs and assumptions may not be true. Identifying areas where we need to “unlearn.” It involves challenging what we think we know by looking for:

Inconsistencies and contradictions

Do any of your views contradict each other or seem logically inconsistent? For example, do you believe people should be treated equally regardless of gender. And you also believe that some jobs are better suited for men or women? Unraveling these kinds of contradictions requires unlearning biased or stereotypical thinking.

Outdated or inaccurate information

The knowledge we gain is shaped by the era we live in. Many “facts” we learn years ago have been disproven or updated. It’s essential to stay up-to-date with current research and unlearn anything outdated. Especially in critical areas like health, society, the environment, and technology.

Narrow or close-minded thinking

Are you judgmental or intolerant towards certain groups or types of people? A narrow mindset prevents us from learning and growing. Try exposing yourself to different perspectives and life experiences to expand your thinking. Make an effort to understand people other than yourself.

Emotional reasoning

Our emotions strongly influence how we interpret the world. But just because we feel a certain way doesn’t make it accurate. Try to recognize situations where your feelings may cloud your judgment. You can reevaluate based on facts and logic rather than personal biases or anxieties. Discuss your concerns with others to gain a more balanced perspective.

Unlearning is challenging work that often takes conscious effort. We need to express our openness to admit our fallibility. Identify and address areas where our knowledge or beliefs is less, inconsistent, or misguided. We open our minds to gain a more precise and broader understanding of ourselves and the world around us. Continuous learning and growth then become possible.

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The frame through which you look at the world may not be the one you picked up on your own. Sometimes people force the frame on you.

– Craig Groeschel

In his book, Winning The War In Your Mind, Craig Groeschel writes, “When we reframe what happened in our yesterdays, that changes our todays. We are able to experience life without the old, negative, cognitive bias and start seeing through the lens of God’s grace.” Sounds refreshing, doesn’t it?

The reframing process is essential in your life and in leadership. How you choose to frame the experiences you face in life and in leadership is what separates good leaders from the rest.

It reminds me of the story of the noted English architect Sir Christopher Wren. He was supervising the construction of a magnificent cathedral in London. A journalist thought it would be interesting to interview some of the workers, so he chose three and asked them this question: what are you doing?

The first replied, “I’m cutting stone for 10 shillings a day.” The next person answered, “I’m putting in 10 hours a day on this job.” But the third said, “I’m helping Sir Christopher Wren construct one of London’s greatest cathedrals.”

Each one of those workers saw their work through a particular framework. And the point is, we all do.

As a leader, how you see your work, the people that you lead, and your prospects for the future is important. This framework is a reflection of your belief system and is an indicator of the direction you are headed. From the three workers, let’s examine the frame of mind of each and the lesson we learn.

The wealth mindsetThe first worker saw his contribution solely from the frame of his daily pay. Beyond cutting stone, he seemed to not grasp the enormity of the project he was working on. While there’s no indication that he despised the work or the pay, the tragedy of this mindset runs deeper.

Could it be possible that he undervalued his contributions? If he understood the magnitude of his work and how it would impact the lives of thousands of people, then perhaps his approach to his work would have been different. Perhaps his work would have been more sacred.

Leadership Tip: While a strong work ethic is valuable, your people need to understand the why behind it and the value of their contributions.

The work mindsetThe second worker pronounced that he was putting in 10 hours a day. It would be safe to say that he was a hard and dedicated worker. He would be the type you’d want in your organization. His work ethic was one that likely caused him to stand out and catch the eye of the reporter.

While this work ethic is to be applauded, it would seem that he failed to see the big picture or scope of what he was doing. Yes, he was putting in 10 hours a day, but he was part of something greater than himself and it seems to be lost on him. How tragic.

Leadership Tip: Make sure your people know that the long hours they put in are moving the needle towards something great and greater than themselves.

The wisdom mindsetThe third worker seemed to have a greater understanding of what was taking place. He knew that he was helping build a great cathedral. I can just hear the excitement and passion in his voice as he spoke to the reporter.

In any organization, you have some who are there just for the paycheck. You have some who just want to come in, do their work, and go home with little to no regard for what they are doing or why. Those who will truly make a difference in your organization are those who understand why they are there, where they are going, and how great it’s going to be when they get there.

Leadership Tip: You must always keep the mission and vision before your people. You never want them to be at a loss for what it is that they are doing or why. This can only happen when leaders begin reframing with purpose and clarity.

How would reframing benefit you as a leader and your organization?

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Prior to writing this article, I penned down two others viz.: “5 Self-Confidence Boosting Secrets” and “Over Confidence – A Silent Killer back in February 2020 and March 2021 respectively. Now I feel that we should reflect on what other attributes are needed alongside Confidence. Have you ever had a colleague becoming your boss, who according to you, lacks talent, ability, and work ethic? While you were busy doing a good job, others seem to be advancing much faster in their careers. What skills do they have that you lack? What went wrong?

The answer in many cases is your contributions are not being registered and recognized by your supervisor. One important reason this happens is that people are simply not great at assessing competence — a crucial trait for succeeding at work — and perceptions of competence are just as important for success as actual competence. But don’t results mostly speak for themselves? The short answer is: “They don’t”, even when it’s all about numbers. You sit there and silently seethe, as you grow accustomed to answering to a lesser professional. It’s your fault. In the battle between competence and confidence, the latter wins nearly every time. For all of you who believe that competence is everything, read carefully:

What is Confidence?In fewer words, confidence is a belief in oneself, the conviction that one has the ability to meet life’s challenges and to succeed—and the willingness to act accordingly. Being confident requires a realistic sense of one’s capabilities and feeling secure in that knowledge. Projecting confidence helps people gain credibility, make a strong first impression, deal with pressure, and tackle personal and professional challenges. It’s also an attractive trait, as confidence helps put others at ease.

What is Competence?Competence means that I have the ability to do something well. I am capable of performing a task or job effectively. Competence can include the knowledge and skills needed to solve a quadratic equation. Or, it can comprise the much larger and more diverse clusters of skills, or competencies, needed to lead. The concept of competence is creeping into our lives, pervading our thinking about developing people of all ages. We find it in corporate HR and in innovative schools experimenting with competency-based career pathing and education.

What to look for: Confidence or Competence?If we decide to hire someone to lead an important business segment at our workplace, chances are we will choose the most confident candidate. Their confidence will inspire and motivate us to achieve greater milestones. That’s what makes them a great leader, right? But there is a darker side to confidence that erodes trust and turns away once eager followers. That side is the overconfidence that is considered arrogance.

Competence is NOT enoughIt is nearly impossible to earn a position of great responsibility without being highly confident. Would you feel safe in the care of a physician who is simply jumping and dancing all over the hospital and making tall claims without enough competence? Or on the contrary, a physician who doubts his or her own judgment? Of course not.

The same is true for those who make decisions about whom to promote. Why give responsibility to someone who lacks confidence or competence in the first place? While writing this part of the article, I can already read those of you who disagree, saying competence is everything. The truth is, I somehow agree with these statements. But competence isn’t enough. To those of you who believe you are highly competent but admit that you also lack confidence, I have one thing to tell you:

Build Confidence, Whatever it takesIt is irrational to simultaneously believe you are more competent than a colleague but act less confident than s/he does. It is irrational to be proud of your performance but hesitant to act that way. It is irrational to allow less-qualified professionals to have more responsibility than you do, simply because you don’t feel comfortable holding your head up high. Make no mistake, without confidence, much of your competence will go down the drain.

It’s time to make certain that doesn’t happen to you in your careers. Build your confidence, no matter what the price. The world needs more people who are both confident and competent, and I know one thing for certain:

Incompetent confident people are never going to get more competent. If you are competent, it’s up to YOU to grow more confident.

Strike a Right Balance Between the Two1. Engage in self-assessment

Let’s spend quality time with ourselves in self-evaluating our skillset, knowledge base, strengths, and weaknesses regularly; this will enable us to make more informed decisions and identify areas for improvement and growth. Remember: Stagnation stinks.

2. Seek Feedback

Let’s have someone by our side (parents, spouse, siblings, friends) who could share genuine, valuable insight into our personality i.e., positives, negatives, and performance, and identify areas of improvement by way of openly criticise us.

1. Pursue lifelong learning

Personally, I devote 5% of my earnings to new learning efforts each year. Whether that is through formal education, workshops, online courses, or self-directed study, one should always be looking to expand his/her knowledge base and skill set.

4. Set SMART Goals

Let’s always raise our own bar and keep doing that periodically. Have ambitious, yet attainable SMART (Specific, Measurable, Achievable, Relevant, and Time-Bound) goals for ourselves that should reflect an honest assessment of our abilities and challenges.

5. Adopt a Growth Mindset

Understand that our skills and abilities are not fixed – we can, and we shall develop them over time through dedication and persistence. Through employing these strategies, we can build both confidence and competence to promote an achievable path to long-term success.

Competence Before Confidence – ConclusionOne common misconception about great athletes and performers is that we often overestimate their level of confidence. We assume because of how skilled and experienced they are that they must feel supreme confidence. But this is far from true.Some performers never feel real confidence. Some performers are so plagued by self-doubt and performance anxieties and insecurities that they cannot feel confident before and when they are performing.

Yet they can still produce exceptional performance despite not feeling confident. How are they capable of this? Because they focus on competence instead confidence. So to help feel more confident, focus on just getting better. How? As Gareth Bale tells us: Through the right amount of high-quality practice. After all, as detailed in an excellent article by Practice Makes Permanent.

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Around six out of 10 businesses have moved their work to the cloud, and experts only expect this trend to continue in the next few years. Of the organizations that used the cloud, 90% made use of a multi-cloud strategy that included Amazon AWS and other service providers. Even if you only look at it […]

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Finding a new employee to fill a recruitment gap is a notoriously stressful and expensive experience for those in business. That is why it makes much more sense to do everything you can to keep the high-grade employees that you’ve got. The good news is you can find out all about how to successfully retain […]

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As a hotelier, few things are as disheartening as seeing customers leave poor reviews for your business. The more negative reviews you receive, the harder it can be for your business to be potential customers’ first choice. You might not be able to avoid all negative reviews, but you might improve your chances of more […]

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There are times when the governing body of any organization may appear to be “broken.” The board members, whether for-profit or nonprofit, may be polarized—progress is stunted – apathy and confusion replace purpose and efficiency. A listing of ways to resuscitate dysfunctional business firms prompted me to expand on actions for nonprofits in similar conditions. […]

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Introduction: These articles are part of Intercultural dialogues, to celebrate, leverage and chronicle diverse stories, narratives, voices, and cultural identities of inspirational Indian women achievers.

As an Indian-born woman, my life has been enriched by a colorful spectrum and cultural impact of the 9 Indian cities I grew up in, and the 8 international cities I lived in thereafter, giving me an in-depth understanding of overall internal and cross-cultural diversities that are perceived through life’s unique and everchanging emotional and psychological lenses.

With the power of the written word, I hope to address the relevance of a woman in India’s emerging economy, as she prepares to face conflicting issues of social division vs cohesion, and, discrimination vs reconciliation, across cultural divides. With dreams, desires, and circumstances reflective of many women across all corners of our world, these shared stories seek to ignite, inspire, and empower another sister with one aim – creating a virtuous circle to uplift the overall human spirit through the coming decades.

Women in IndiaA wise man of great intellect and power once said, “The best measure of a nation’s progress is the way it treats its women.”

From times immemorial, legends and cultural metaphors of India, have allowed the subtle expressions of patriarchy’s regulated sexuality, reproduction, and social productions, to become part of an accepted social fabric. The role of women has been emphasized as faithful wives and devout mothers, who are trained since childhood to sacrifice their aspirations and individualism, and never challenge discrimination, subordination, exploitation, and subjugation.

Till the 13th century, India was a country that shunned widows and allowed the Hindu practice of “Sati” (burning to death of a recent widow; self-immolation or by force or coercion, and deemed as an act of peerless piety that would purge her of all her sins, release her from the cycle of birth and rebirth and ensure salvation for her dead husband and the seven generations that followed her), till it was abolished in1827, during British Raj, by the Governor-General of India, Lord Bentinck, claiming it had no sound theological basis.

In this age of ascending feminism and focus on equality and human rights, the contemporary modern Indian woman is switching between multiple roles successfully, but still struggles to find a balancing act between being respected, feared, insulted, sidelined, and is constantly being defined and re-defined by contradictions and comparisons to a “traditional woman”. She forges ahead irrespective…leaving behind her legacy of fearlessness.

Meet one such woman, Jija Madhavan Harisingh, first lady IPS officer in South India, who is an epitome of an “Officer and a Gentle Woman”, uniquely striking a “rare” balance of logic, calm and collected, on one hand; and creative, intuitive, sensitive, flexible, adaptable, with an adventurous and relentless “never say never” attitude, on the other. Her mantra: “Never stop exploring, never settle, as a curious mind knows there is more to life than existing, so keep expecting bigger things from life”!

A Thought Leader, Visionary, Catalyst for change, Mentor for Women and Youth, Philanthropist, Humanitarian, Artist of repute and an art connoisseur, Spiritual Seeker, a multifaceted icon with strength & simplicity, Singh was the first woman to join the premier Indian Police Service ( IPS), Karnataka, in 1975, and who at the young age of 24, after three years of tough physical and professional training, was posted to the conservative state of Karnataka (post of Assistant Superintendent of Police – Research), where a strong patriarchal mindset was to confront her at every step. But the warrior that she was …her brilliant career spanned three and half decades, earning her the highest rank of Director General of Police (DGP). She retired in 2011.

Her early life was influenced by her father, T.K. Madhavan, and later, she blossomed under her mentor Madhukar Rao (with whom she shared her love for Shakespeare, poets of the romantic era, like Keats, Shelley, and Wordsworth, and modern poets like GM Hopkins and TS Eliot), and learnt live model studies under the well-known artist M.V. Devan at Kalapeetom, (helping her establish as an artist of refute in traditional figurative gold paintings of Mysore and Tanjore, abstracts, painting color fields in oil and acrylic).

She finished her graduation and post-graduation in English literature from University College, a Journalism course at Press Club, a short working stint at the Indian space Research organization, followed by a brief English teaching phase at Maharaja’s College, Ernakulam. Her enthusiasm, eagerness, and insatiable curiosity about life enabled her to balance a challenging career, and competent motherhood, and she went on to gain another MA Degree in Sociology from Mysore University, followed by a Ph.D. in Development Studies on the topic of her special interest, women’s empowerment. Her research study with title ‘Gender status in Karnataka police, a study of entry-level cadres in women police’.

In just four years, Jija rose to be a force to be reckoned with and was handed tough assignments like Asst.

Superintendent of Police of a strife-ridden subdivision of Bangalore and Madhugiri. Her tough and meticulous handling of confronting unruly crowds and hardened criminals in this area was acknowledged by higher authorities, and she was soon picked to head a district as the Superintendent of Police, a district with 30-plus police stations and 1000 personnel, becoming the first woman ever to be allowed such an onerous responsibility in the country. Her other successful career stints were Airports Authority of India, Nuclear Power Corporation Limited, National Textiles Corporation, Karnataka State Police Housing Corporation and Mysore Minerals Ltd., and Jungle Lodges & Resorts Ltd (Corporates under the Government of Karnataka).

Inspired by Nehru’s words ‘I am not interested in excuses; I am interested in work done”, Jija’s positive and diligent mindset, and spirited quest to perform against all odds, helped her establish herself as the only woman DGP (Director General of Police) in the state, in spite of the challenges of gender power dynamics, and the Indian patriarchal/conventional style of bureaucracy (“I convert even the dullest assignment into a “glorious lake of lotuses”, she says).

Never allowing a dull moment in creativity, her solo exhibitions in India and abroad, the establishment of a Trust called “Art Mantram” (that has organized over 500 events, online Art souks, camps, and workshops that address burning social issues, promotes patronage, awareness, and accessibility of Art), won her the “Indira Priyadarshini National Award”, for Contribution to Art.

Today, she has chosen to retire in Bangalore (also spelled Bengaluru), the capital city, (since 1830), of Karnataka state, southern India, which lies 3,113 feet (949 meters) above sea level, atop an east-west ridge in the Karnataka Plateau in the southeastern part of the state. According to an early 2023 survey, and has an estimated population of 11,644,000, an average literacy rate of 88.71 percent (of which male and female literacy is 91.71 and 85.44 percent), and the sex ratio of Bangalore city is 923 per 1000 males.

I reached out to Jija Hari Singh, to talk about what it takes for a woman to break the glass ceiling in one of the toughest professions, handle insensitive gender environments, deal with Bigotry and gender bias, and still leave her mark as a leader; and how a heightened EQ (Emotional Quotient) in a woman can fuel progress, and art of thriving in life through self-mastery, curiosity, and creativity. Excerpts from the Interview…

Q. Jija, is it true that the Indian police culture is characterized by gender inequalities and hegemonic masculinity?

A: Of course! Women police officers face greater organizational, psychological, and physiological stress and distress than men officers. Especially with the bias and gender-related work stressors like perceptions of sexually offensive behaviors, vulgar/offensive language around them, and sexual and racial harassment. Police forces across the world (not just in India), have been strongly patriarchal and also adversarial towards women who “dared” to join their ranks. Especially, 40 years ago, it was almost unheard of.

Q: What about you personally? Did you also find yourself dealing with bigotry, rude and supercilious behavior, or a disparaging attitude from your men colleagues that made you feel less influential than your men colleagues? How did you handle it?

A: Indeed, it was a rough time. Difficulties of confronting and overcoming prejudice, rude and supercilious behavior, and bigotry were tougher than the actual policing duties. How did I handle it? A combination of strategies, I could say. A meticulous and flawless working style, a thorough knowledge of the job, a lot of homework, and thinking through SOPs and Emergency plans, combined with assertiveness and a sensible, common-sense, often compassionate approach cannot go wrong. When it is untiringly repeated, the adversaries back off, noise levels come down and you emerge victorious, again and again. Results in policing, positive or negative cannot be hidden. Crime prevention and investigation or law and order maintenance or security administration are all in the public eye and quickly bring laurels and public appreciation or condemnation. Good work is seen! And acknowledged.

Q. As someone who has been a catalyst for change, and a Thought leader, do you think that Indian patriarchal masculinity is being challenged in contemporary times? What will it take to change the long-standing patriarchal values to be more inclusive of women?

A. If we look at India’s rich cultural heritage, during the Vedic period, women enjoyed equal status with men in all aspects of life, and this is actually documented by ancient Indian saints like Patanjali and Katayana too. Moving through the “Medieval period, and the late medieval period” (from the 13th to the 16th century, ending with the start of the Mughal Empire in 1526), women’s image became a self-sacrificing, self-effacing pure image, trained only as faithful wives and devout mothers, as you rightfully said. Let’s face it, like many Asian, Hispanic, and Latino cultures, Indian society too, is still patriarchal, and gender inequalities in patriarchal societies favor men with the gender norms constructed around masculinity and a man’s sense of self, that hinges on his ability to control and protect his daughter (and her chastity), till she’s married.

However, let me share some interesting data I came across. Apparently, Thailand and Cambodia are the only two countries, which have more women running companies than men, and it’s also true that, when the top manager of a firm is a woman, that firm usually tends to have a larger share of permanent female workers. Amazing. Maybe we should study this more to understand why this is manageable there and not in other parts of the world.

Perhaps, the answer lies in bringing in attitudinal changes in both men and women – a collective social effort, an awareness, to build gender equity, to empower, encourage, and welcome more women in any male-dominated profession. We need to encourage men and educate them to take responsibility as responsible sexual partners, husbands, and fathers, and willingly work towards removing stereotypical attitudes, socio-cultural barriers, violence against women, and gender injustice, and increasing women’s workforce.

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It amazes me how nature law applies to organizations and people. One example is hypothermia. A human body that exposes to very low temperatures soon loses its body energy. This may affect the brain and its ability to make wise decisions.

The same applies to studying organizations. I share my friend’s story to explain.

My friend was in a bad mood. He had a good job and happily engaged in his work. A rich businessperson tempted him to work for him for a much better salary. He resigned and joined the rich man’s organization. The man initially treated my friend so well until he finished an important project. Suddenly, the man moved him to a tiny office. He ordered his staff not to talk to him. He moved him from hot water to a chilling one.

My friend felt that he started to fall off balance. The man hired him to complete an assignment but then he had no need for him. He suffered virtually from hypothermia. His brain stopped functioning. He resigned with a broken heart.

We hear terms such as the manager froze an employee. Those managers cause much harm to humanity. These managers do this for a variety of reasons. These include not favoring their suggestions, excelling and the fear a manager the employee would replace him and grudge against certain nationalities.

The same hypothermic effect applies to celebrities who suffered from poverty to richness of money.

Social media has served many unknown singers and actors to become very famous in no time. These unknown singers and actors move from the chilling waters of poverty in money and fame to become rich in both. These artists suffer from “Sudden Wealth Syndrome”. This syndrome coupled with hypothermia makes these people act in an unacceptable way.

The fear of losing fame and money and as fast as they earned them make them live in fear. Soon their minds lose the ability to make good decisions. They lose old friends; spend money to focus the light on them on showy things like buying the most expensive cars.

It is amazing how fast they can change their behavior because they started by changing their words. These sudden rich people remind me of the wisdom of Mahatma Gandhi:

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Neurodiversity and innovation often go hand in hand, but does that mean visionary entrepreneurs get a free pass to say and do anything they want? Bonobos founder and mental health advocate Andy Dunn shares his experience navigating bipolar I in the midst of running a successful startup, offering lessons learned on his journey to wellness and steps to create a future where everyone is able to “dream crazy dreams” — while being held accountable.

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Around the world, people who work hard are often seen as morally good — even if they produce little to no results. Social psychologist Azim Shariff analyzes the roots of this belief and suggests a shift towards a more meaningful way to think about effort, rather than admiring work for work’s sake.

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My mission is for women to rise courageously – without antagonism – and accept the mandate to empower a transition to Authentic Harmony between men and women.The chess board is an equal playing field relying on players knowing the game, their expert mental grasp of the game and the rules. Can we play the game of life and business by new rules and change the game to stop the toxicity and start a robust combination of male and female attributes?

Could a change in direction be how women create those new rules, seeking to empower men to become wise men; with men utilizing positive masculinity to guide affairs in an inclusive, compassionate manner, acknowledging all contributions as valid, equivalent, and valuable?

Is the necessary change black and white – or is it full of color and texture?

Saying Goodbye to Equality and Hello to Harmony is by no means rejecting all great achievements in the sphere of women’s rights for gender equality. I celebrate and am grateful for where women are now. Is it time, however, to co-create a new landscape and language, game, and rules, on and off the pitch, for humanity’s sake as well as economic growth and security? How do we agree to move toward a future of mutually beneficial choices by leaving the map of past misfortunes?

Women know that life today for them is neither equal to men nor balanced equity. In the United Nations in December 2022, Dr Djibril Diallo reported that the marginalization and abuse of women is the most urgent issue of today’s world. Official Data quotes state that 1 in 3 women have been abused sexually or physically, and this is felt to be low and does not address emotional abuse. This may seem far away from the corporate world of DEI and the ever-present contentious harassment and toxic behavior of workplace strains between women and men. However, it is important to address the added value we can achieve together when “bad behavior” does not slow us down!

Can we truly value each other without prejudice, judgement, stereotypes or biases?

Women are half of the world’s population yet not with half the control! There are women holding political and corporate leadership positions, but the percentage is minimal and, considering the last 100 years, we are far from achieving joint custody in a mutual plan with men for the management of business and family life. Women are economically or socially reduced to ‘less than” when indeed we could shift the pace of economic development and social equity if given the co-pilot controls!

Lead­ers should update our fin­an­cial sys­tem for women — and the world FINANCIAL TIMES APRIL 2023

Women came into a man’s world at the outset of WW2 and took on major roles that helped win the war. They decided not to leave as life returned to normal. The stage was finally set for the fight for their rights to continue. Women have fought with men who never wanted equality for much too long. The fight has been, and still is, tough and arduous. My question is – must it be so? Surely empowered women are agile, strategic, sensitive, strong, savvy in business and the keepers of family harmony? I believe women want to maintain their natural harmonic song together with men.

Women are natural relationship builders, and increasingly creating successful businesses.

Half of the world’s population – 49.59% are women – and 2.2 of the 3.9 billion are mothers.

“Every human being is some mother’s child” and only women are capable of reproducing and running businesses!

My purpose on this planet is to evolve a new human awareness on multiple levels including emotional, lifestyle, and economic levels as positive feelings and value add become an economic driver for accepting women as equal and different. Acknowledging that women have yet to gain full equality is the next step forward. The argument of women’s inequality and marginalization is undoubtedly a trigger issue for tension among male leaders and the continued fighting for human rights and justice is a constant fear and resistance for men. We have to go beyond these boundaries before all is lost.

In my current experiences across the globe, talking with men and women about progress on this topic, I have been introduced to a movement called Positive Masculinity, initiated in DRC Congo and the heartland of Africa. In the last year taking on the role as G100 Global Chair for Positive Masculinity, I’ve learned much about this male leadership promise to eliminate violence against women and girls in their communities and to boost the role and integration of business women and female professionals into economic growth. It makes good sense yet is it easy to achieve and what is the ultimate goal?

How does this movement translate to the corporate workplace of harassment cases that are occurring? How do we develop a conversation about harmony while saying goodbye to past misdemeanors and toxicity at large without feeling we are back to the battleground of fear and misunderstandings and setting policies rather than having heartfelt conversations?

I believe we have a clear opportunity now to re-start a new authentic harmony narrative for a leadership synergy where women and men lead together valuing all needs and all life requirements – economic, social, and lifestyle. When we empower all to love one another; therein achieving harmony between genders and ceasing the toxic dissonance, we add positive equity to business relationships and collaboration to produce productive results.

In LEADING OTHERS TO SUCCESS you discover you can retain your status as a leader while blending emotional integrity and business excellence, and embedding a healthy synergy and strategy flowing into performance results for exponential growth. Shifting the lens of “I’m in charge” to “we are in charge together” is not a quick-fix solution, however, it ensures a lifetime transformation for your life and business success. Let me share one of my favorite real-life long-term client quotes:

“Pauline’s ability to work with a wide range of personalities in a large, newly formed (mixed gender) team was highly effective and practical; her style is sensitive to personal issues yet highly focused on the professional excellence I desired from the team. It was especially significant for me as the Business Manager to learn how differently colleagues perceived each other and me, and how this had caused performance in the team to be ineffective. It was noticeable that the atmosphere across the whole team lightened and improved one hundred-fold; and that over a year later the change in many people is sustainable in a manner that I have not experienced with other programs. Pauline has a wealth of experience about business as well as the people and this enhances the sustainability of the result. Her skill to reach an eclectic audience always creates tangible benefits for everyone. Diane McNulty, Business Manager, Metropolitan Police, London

In our vision of Authentic Harmony, we need wise men advocating for women as valuable co-creators and women honoring men doing things their way. However, women cannot always leave men to fix everything, especially where the solution is only sourced through a female-centric lens.

I propose an aligned strategy for Authentic Harmony rather than a Battle for Equality – for women to reach their desired destination i.e., as equally valued contributors living and working on their own terms with consideration for men. Recognizing that talents vary between men and women, in all aspects of business and life, is central to men understanding that women are both a vital part of the family and community and potentially – if she chooses – an asset to the economic growth of your business and her lifestyle.

I visualize and enact a visionary reality for our clients as the possibility ahead and the story women and men need to embrace as we all travel from Equality to Harmony. In order that this can become a joyful shared destination, men and women need greater clarity to value the co-creation design. We must harness the value of natural female talents as much as, or more than, academic skills that function as authority markers often beyond a women’s reach. We need to adapt the best practices of the past and present designed by men.

Our world has changed and so must we. Can we see beyond tradition and navigate the subsequent battle? Utilizing the best of both men and women – without toxic controls, past regrets or negative pressure points – is proven to deliver performance results.

In seeking Authentic Harmony as the possibility ahead and the story we can all embrace, we are required to release the continuing battleground of women seeking equality to a more fluid, all-inclusive world of gender dynamics intelligence, where all male and female diversities recognize each other as valuable and playing their part of the synergy equation.

SYNERGY – the interaction or cooperation of two or more individuals, identities organizations, substances, or other agents to produce a combined effect greater than the sum of their separate effects.

In order that this can become a joyful shared destination, men and women need greater clarity to value the co-creation design. We must harness the value of natural female talents as much as, or more than, academic skills that function as authority markers often beyond a women’s reach. We need to adapt the best practices of the past and present designed by men.

Our world has changed and so must we. Can we see beyond tradition and navigate the subsequent battle?

As I have navigated my life, I have observed people in diverse country cultures, East and West, and researched the nuances of natural masculine and feminine characteristics. I studied discernible traits related to innate preferences in language and core behavior that align with men and women differently. My ideas were formulated from my own masculine-minded logic preferences mixed with my female maternal core; my search to understand this mix led to my active research observing body physicality, posture, neurology, and communication patterns of hundreds of client base over 30 years. This has flowed into my flagship program LEADING OTHERS TO SUCCESS.

I have mapped my observations to core reactive archetypal behavior, studying groups in various cultures and diversities. My approach is not about diversity categories other than biology. I focus on the human ‘gender dynamics’ of conversations among men and women and the impact of masculine and feminine energy. In my research, these arise in both men and women in different patterns that can build loving healthy relationships. Sadly, toxic experiences have forged disrespectful stereotypes, uncomfortable biases, and harassing environments.

My foundational work takes a significant departure from the past and present battles for gender equality. It clarifies current gender-identity confusion. I have worked across three continents with my practice, Europe, Asia, and the USA and globally online, to embed my approach to life in three simple steps to create value in every human conversation:

1. know who you are – self-discovery is key to knowing your core archetype behavior
2. understand how you relate in thoughts, words, and deeds to others who are different to you
3. listen, tune into others, and contribute with group perspectives, with an open mind and a willing heart

Working with diverse cultures and men and women of all shapes and sizes, I guide people on how to discover natural answers to issues that might destroy equality.

The key to Authentic Harmony is to understand those who are not like you! Too many times individuals simply don’t understand that they don’t understand!

In conclusion – to arrive at AUTHENTIC HARMONY together, we must know ourselves and converse with others without prejudice or judgement, with shared values and a common purpose. This is the essential way to move from fighting for Equality to a mutually beneficial strategy for Harmony.

It takes time to assimilate these ideas maybe because we have lived in a contentious world for so long when it comes to men and women and the equality debate. I never doubt, however, when the aha moment comes, human beings will go past the assumptions and smile. This happens all the time with my clients.

My mission is to educate a foundation of awareness for men and women to bring their voices into a joyful harmonic and – most importantly – to stop violence occurring against women and girls and young boys across the world. In this, we need Positive Masculinity role models for boys and girls. I set my intention for my legacy to be to stop bullying, harassment, violence, and war. I don’t believe we can find peace without Authentic Harmony.

The equality battle has worn both sides out. It’s a complex situation yet simple consistent steps may allow women to harness their wisdom to empower men’s lives thereby empowering all women who are marginalized. It may seem contrary to current wisdom to focus only on empowering women, however, loving intentions reign supreme in my prayer book of life. With an open-minded Authentic Harmony approach, anything is possible.

A story of Authentic Harmony evolving right now… bringing gender dynamics intelligence awareness to Positive Masculinity to evolve male role models who will advocate eliminating violence against women and girls in Africa

My mission in countries where traditional cultures are deeply rooted in gender-based violence is different from my Corporate Heart International mission to support leaders to engage in a strategic transformation of people in order to produce better results. However, there are aligned tactics and conversation strategies.

In Africa, there are major shifts occurring now where male leaders have taken on the mantel of #PositiveMasculinity in 6 African Nations at the President level and are promising they will stop the violence and build up more equitable economic support. Strong female leadership is emerging in this movement and are standing beside these men who are fixing the problem for women.

For more information on this movement, connect with my team directly at www.corporateheartinternational.com

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EDITOR’S NOTE: ENJOY PART 1 HERE

Olivia wasn’t at the house when they arrived.So Terry showed her around. Eventually, they ended up on the second floor, where Shawna was given her choice of bedrooms.

Then they hauled her bags up and Terry left her to unpack and have a shower.

“My Gram has gone to a shareholder meeting in Boston. She’ll be back sometime tomorrow. Come down to the pool-house when you‘re hungry and I’ll take you to dinner.”

When she came down Terry was sitting at a table beside the pool reading something on his Kindle.

She sat down beside him and looked out at the ocean. An hour later, they were sitting at a table in a restaurant called Martini’s, in downtown Plymouth. Terry was drinking a beer and Shawna was sipping a Long Island Iced Tea.

“Your house is pretty amazing. Have you lived in it all your life?”

“Yeah. When I lost my parents, Gram sold her condo in Boston and came to live with me until I left for MIT. She commuted for a while, but then we had a chat and I set up and networked her computer here to her businesses. It wasn’t long before she got to love working remotely. Gave her a chance to spend more time in the garden, which is really where her heart is.”

“She did everything I saw? I mean. It’s a showpiece.”

“Yep. She had a landscaper named Mel Thorpe, who helped her design the whole garden, but she takes care of it pretty much by herself. Gram is a very high achiever,” Terry said. “But what about you, Shawna?”

“Pretty ordinary by comparison. My mom is a public school teacher and my dad works on the docks. He’s some kind of foreman. Spends his days unloading ships. I have one brother, Shane, also a nerd. He fell in love with girl from Canada and moved to Quebec City. I got interested in computers watching him. He’s a wizard. World-class hacker, but doesn’t really take advantage of it. Just wanted to learn how to do it because he was curious. Guess I’m a lot like him in that regard.”

“So you’ve done some hacking.”

“Little bit. Just peeking though. No stealing. No sabotage.”

“How do you feel about hacking?”

“Well, it would depend on the reason.”

“How about saving the world?”

Shawna just laughed. Not too loud. But she definitely thought it was funny.

“Well, you’re gonna have to quantify that somehow, because that’s a pretty big statement.”

Terry leaned back in his chair. He took a deep breath. “Look, what we have starting in the AI world is kind of like a wild west show. It’s a free for all. Everybody’s trying to carve out the biggest slice of the pie possible. And they’re doing it with absolutely no regard for the consequences.’

“I don’t disagree. The number of people who are going to be displaced as a result of a lot of this stuff is staggering.”

“Right. And the reason this is going to happen is because governments all over the world are just sitting back and letting it happen because nobody has lit a fire underneath their butts.”

Shawna stared at Terry for several seconds. “So are you talking about hacking the government, you know, to send them a message about how vulnerable they are? And using AI to do it?”

“Not quite. When my grandfather established this trust for me. I was only about fourteen at the time, he told me that when I got older, I should use this money to do something good. Well, I’ve got fifty-four million and what I want to do is wake the government up. And if the US government wakes up the rest of them will surely follow suit…at least that’s the theory.”

“And you think we can do this, you and me?”

“Yeah, I do with a little help from some friends.”

Just then the waiter came with their dinners.

“Just think about it, Shawna. That’s all I’m asking.” Terry said.

____________________

Later that night they sat at the table beside the pool. The air was cool and salty. They started to talk. And they talked until about three in the morning.

The next afternoon, they went to the Rockland Trust Bank on Court Street and met with a lady named Gloria Rose, who was the personal banker for the Moorehouse family. She added Shawna to the payroll of Moorehouse Digital and arranged for a direct deposit to Shawna’s BankAmerica in Boston.

They then walked down the street. They walked past all kinds of shops and restaurants. The street was bustling because it was summer and filled with tourists and residents just enjoying the warm weather. As they walked Shawna noticed that Court Street had changed to Main Street. They stopped at a large, beautiful white frame house on the corner of Brewster and Main.

They climbed onto the massive front porch and Terry used a thumb-print to open the front door. Inside was a small reception area, a wide staircase and, behind the partial wall of the reception area, a large open space, held up by pillars. There were eight multi-screen workstations, all managed by people Shawna and Terry’s age.

“This is the bullpen where most of the day-to-day stuff gets done.’ Terry said. “These people are dealing with the two hundred-odd websites we maintain. There’s a green screen studio in the basement for shooting stills or making video.”

They then climbed the stairs to the second floor, which was also an open lounge area with comfortable furniture and coffee tables. There was a line of glass-walled offices along two of the outside walls. At the far end was a large counter with a couple of coffee machines, two fridges, a stove, a microwave and cupboards. A couple of people were sitting at the counter, drinking coffee and looking at something on an iPad.

A older lady, dressed in a stylish business suit walked out of the corner office. She and Terry hugged affectionately. Then Terry turned to Shawna and said. “Shawna Lennox, this is Jamie Goldman, she runs the joint.”

Shawna and Jamie shook hands.

“Welcome, Shawna.”

“Thank you. This quite the going concern you have here., How many people in all?”

“Well there’s the eight sloggers downstairs, who deal with website creation and maintenance. There’s me, up here coordinating, I have two site designers and two app designers, but they work mostly at home. And we have three sales people, who are on the road most of the time. Hence all the empty offices up here.”

“That’s quite an operation.”

“ Yeah, we try and have as much fun as we can. And keep the days contained to eight hours.”

“OK, so you and I,” Terry said to Shawna. “Will be working separately from the rest of Moorehouse Digital. Jamie has even given us our own separate server, which we can cloak.”

“So Jamie knows what you’re planning.”

“Yeah, Jamie’s part of the family. She was Gram’s executive assistant in Boston and Gram gave her this company to run after she decided to be more hands off. Jamie’s president. Gram is the CEO.”

“So what are you? I mean what are we?”

“You can call yourself anything you want. Tell Jamie and she’ll put it in your business card. Mine just says, Head of Digital Innovation. That would be a good title for you too.”

Terry showed Shawna into one of the offices. There was a large desktop monitor and keyboard on a beautiful oak desk. Terry asked Shawna to sit at the desk. He reached over and activated the monitor. A small logo came up on the screen. Displaying the words ‘The Human League’.

“This is us.” Terry said.

Shawna smiled. Terry clicked on the logo and a page of text came up.

“The Human League is dedicated to helping bring sanity to the digital future. Our mission is to create awareness, in governments around the world, of the threat that unbridled and unregulated AI development poses to humanity. We will do this with skill, cunning and in complete anonymity. The Human League will lobby the government to enact sensible and sane laws governing the use of AI.”

Shawna looked up at Terry. “So this is more than just some idea you’re noodling.”

“A little bit. Yeah.”

Just then a man entered the office. His name was Jackson Freeburgh. He looked to be cut from the same cloth as Terry, but maybe five years older. He was dressed in a beautifully tailored linen suit with a black T-shirt underneath. His hair was long and dark. His sunglasses were perched on his forehead.

“Hey Cisco.” Jackson said.

“Hey Pancho.” Terry replied.

The two man embraced. Then Terry turned to Shawna. “Shawna Lennox, this is Jackson Freeburgh. Jack is the third wheel in our little tricycle.”

Jackson shook hands with Shawna. “Wow, if you’re as smart as you are beautiful, we’ll be in great shape.”

Shawna looked completely puzzled.

“Jack is a lawyer. Harvard Law. He started his own intellectual property practice four years ago. Very well-versed in the AI community. Once we get the attention of the people we need to reach, Jack will do the talking. He knows his way around DC ‘cause his dad’s a Senator and he grew up there. Lots of solid connections. He won’t just be our lawyer though. He will also be our writer and front man with the government.

They moved to a small meeting room in the other corner of the house. Jamie Goldman joined them.”

“Terry has briefed me fully and I’m totally on board.” Jackson said. He put his briefcase on the table and pulled out four sets of documents and distributed them.

“These are non-disclosures agreements. They’ll keep up all safe from each other.” Jack said.

They spent the next few minutes signing documents, which Jack then gathered up and put back in his briefcase. They spent the next few hours talking about the approach they would take. Jack used the whiteboard on the wall to write it all out.

In a surprisingly short span of time, they had a plan of action, and everybody knew what to do. This was accomplished so easily because all four people in the room only had one agenda and were all motivated by the same passion.

After the meeting adjourned, Jack took off, and Jamie headed downstairs to deal with some Moorehouse issues, leaving Terry and Shawna in the meeting room.

“So now you’re in it, Shawna. Right up to your neck. How do you feel?”

“So far so good. Ask me again when the heat gets turned up.”

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My partner and I decided we needed to learn, understand, and implement a marketing and promotion program to create and execute campaigns to give our books and those of our clients the best opportunity to become a #1 bestselling new release and/or #1 best seller.

Why did we do this? After writing books that did not achieve what we hoped, we invested time, effort, and money to first understand the publishing/distribution/marketing business and second to develop a sustainable and repeatable program. We interviewed authors who had experienced success and disappointment. We learned how to identify and overcome the landmines, myths, and obstacles that negatively impact authors.

We tested the program on ourselves before offering it to clients. We now have multiple bestselling books. In May of 2021, our Trust the Process – Book Marketing Program was offered to clients. How has that worked?

In the 22-month window from May 2021 to March 2023, our campaigns have produced 11 consecutive Amazon #1 bestselling new releases in multiple categories and two award-winning books.

Our message to authorsSo, you want to write a book. As hard as that is marketing/promoting and selling your book is even harder. The average for book sales is 250 copies. The author makes on average $500. Did you pour your heart and soul into writing a book for this? Don’t you want more? What are you doing to make your book stand out? Do you have a marketing/promotion plan BEFORE your book is finished? The sad fact is most authors do not have any type of marketing/promotion plan.

Let’s look at the facts:* 200 million Americans say they want to publish a book. * Somewhere between 600,000 and 1,000,000 books are published every year in the US alone. That is at least 11,500 books published each week.

Let’s look at the myths:As stated above, the sad fact is that most authors do not have any type of marketing/promotion plan. They mistakenly assume the publisher or editor or illustrator or writing coach will do the marketing. Publishers publish. Their job is to get the book finished and ready to be released. They do not run marketing campaigns. It is up to the author to market their book. Most do not have the expertise or the time to create and execute a comprehensive marketing and promotion campaign.

Most authors do not understand all the steps for a book to go from an idea to a finished product. Initially, I didn’t understand the process and was misled or completely misunderstood the marketing & promotion process. Here are the eight common steps to get a book from idea to a product. Note: none of the eight include marketing and promotion of the book.

1. Write the book: Start with an idea or a concept. It is best to start with something you know. Try to visualize how you see the book flowing. Write your thoughts and arrange them in the order according to the flow in your mind. This is the creative part of the process. Most authors think this is the hardest part. It’s not. This is just step one.
2. Edit the book: The author makes their best effort to edit the book, but as we all know editing what you wrote does not usually go well. Authors tend to see what they intended to write not what is on the page or computer screen. This is where a publisher usually comes into play. Most books will need a line edit and copy edit.
   • Line Editing is focused on the content, style, and language used within the manuscript. A professional line editor may point out sections that can be improved, parts where the style is inconsistent, issues with pacing, or overuse of certain words or phrases throughout the manuscript.
   • Copy Editing is focused on making sure a piece of writing is accurate, clear, and correct. For example: checking the facts; checking the math; ensuring that the writing is free from libel, plagiarism and conforms to the ethical standards of the publication and the profession.
3. Proofreading: Review the manuscript for corrections. This may require two or more rounds of editing for a manuscript of 60,000 words.
4. Final Proofreading: Review the entire manuscript plus interior formatting review and confirm proof. Final edits are made as needed.
5. Manuscript Review: Author approval or comments and corrections. This may occur two or more times.
6. Book Design and Cover: Design of front and back cover with author’s approval
7. Publishing the book: Self-publish or contract publishing
8. Distribution of the book: This is order fulfillment not marketing or promotion. The author can do it themselves. Contract with a publisher or use Amazon for order fulfillment.

The publisher will market the book myth:We just went through the eight common steps in the publishing process. None of them include marketing and promotion. The publisher may write a press release or social media post. The burden of marketing a book falls directly on the author, not the publisher. Publishers publish they do not market or promote. We do.

In Penguin Random House/S&S antitrust trial it was revealed that out of 58,000 trade titles published per year, half of those sell fewer than one dozen books. LESS THAN 12 BOOKS!!!

I will post to my social media myth:Large social media alone is not enough. While becoming a published author is a major ego boost, very few receive income or effectively leverage their book to expand their brand and business. Far too many authors equate likes, followers, and social media connections with increased revenue. Nothing is further from the truth. Never confuse activity with results.

“The pop star Billie Eilish, who now has 102 million Instagram followers and 6.7 million on Twitter, sold just 64,000 copies of her self-titled memoir from May 2021 to December, according to the New York Times. Justin Timberlake, who now has 64.5 million followers on Instagram, only managed to sell 100,000 copies of his autobiographical collection of observations, Hindsight, in the first three years. And the media personality Piers Morgan, who has 7.9 million Twitter followers and 1.8 million on Instagram, managed to move just 5,650 U.S. copies of his book, Wake Up: Why the World Has Gone Nuts, from September to December.”

“If being a celebrity with millions of followers does not guarantee high book sales, what does? Is there any hope for the rest of us?”

~ The Enigma of Book Sales May 9, 2022, By Alesha Brown

Trust the Process – Book Marketing ProgramWhile no campaign can guarantee a #1 bestseller, our campaigns dramatically improve the odds. They are a proven layered multi-step process to build a brand that will significantly increase exposure, awareness, authority, credibility and ultimately create multiple streams of revenue.

Consistency and frequency of the message matter. One post, email, letter, or Facebook live is not effective. For example, everyone knows Coca-Cola and Mcdonald’s, yet every day we see ads, commercials, etc. for these products. Our campaigns keep your message in front of the target market.

The key is to surround yourself with people who have been where you want to go. Keep in mind, many people, friends, family, colleagues, associates, etc. will offer their opinions and ideas on how the author should release and or promote their book. Most have never created and executed such campaigns. The secret to walking on water is to know where the rocks are! We will show you where the rocks are!

Executing a successful marketing/promotion strategy requires the cooperation of all parties including but not limited to; the author, writing coach, adviser, and publisher, who must agree to follow the steps listed in the Trust the Process Statement of Work and take subsequent instructions from.

When does a campaign startWe start our campaigns before the book is finished. The best campaigns build a groundswell of demand before the book is released.

Three stage campaignOur base-level campaigns have three stages.

1. “Priming the pump” in anticipation of the book(s) launch.
2. Launch campaign
3. Post-launch follow-up

The investment will vary depending on the level of depth.

Are you ready to take control of your marketing/promotion? Let’s see.* Why are you writing this book? * Have you written a book before? If yes, What were the results? Did it achieve #1 bestselling status in any category? * Are you looking to leverage the book to create multiple revenue streams? * Are you willing to invest in your marketing, and promotion campaign? * Are you willing to be coached? * What genre is your book? * Are you willing and able to commit to and follow the campaign – prelaunch, launch, post-launch – potential multiple-month contract? * Are you willing to invest in your book’s success? * Will you put in the time and effort to do the tasks assigned to the author? * Do you have an email list and an email program (MailChimp, Constant Contact, etc.)? * What organizations do you belong to as a member, adviser, volunteer, etc.? * Who is your publisher? They must be willing to follow our plan (post the book where and when per the plan). We can suggest a publisher if needed. * Do you need someone to assist you with the writing, formatting, and editing?

As you move through the decision process to write a book, you will hear many stories and claims from publishers, editors, illustrators, friends, and associates. Ask yourself this question, who has created and executed marketing and promotional campaigns that have achieved 11 consecutive #1 bestselling titles and two award-winning books in 22 months?

Magic happens when people Trust the Process. Message Melissa Van Oss or Frank Zaccari on LinkedIn. Let’s talk.

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What do the fear of failing, the fear of making mistakes, and the fear of being criticised have in common? It feels to us that the world will end, and there won’t be any life after, so we stay stuck in our comfort zone and miss opportunities for growth and learning.

Chances are that we will fail, be criticised, and make mistakes; it would be ignorant to think that we will not experience any of these situations in life or that somehow we can prevent them from happening.

In this episode, we explore the fear of failure and questions like; what if it was OK to fail and make mistakes? What if it didn’t mean that life will end, and what if it is just another step in our experience as a human and another step in our personal and professional growth?

Peter also shares one of his significant failures during an important performance at a music showcase and how it became a valuable learning experience and sparked more opportunities in the future.

The name of the four-member band Peter played with was MASS. Tune in to hear the whole story.

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Like millions of others globally, I watched with fascination, the sensational and striking spectacle of the ceremony, significant symbolism, spectacular artifacts, and rituals at the recent King of England’s majestic coronation. At the same time, I allowed my mind to wander and wondered how this visually stunning and unrivaled British ceremony would impact the nations and realms’ culture and leadership, today and in the future, wondering if, indeed, it is at a cultural tipping point.

Where it is believed, by some, that the coronation made “two statements of great importance for today’s world about the place of religion in public life and the importance and meaning of the nation”. Acknowledging that such a monumental and marvellous event is indicative of a cultural tipping point, not only for the people it embraces but also for organisations, nations, and realms as a whole, to search for what is meaningful and valued by its people.

Making the connectionMy mind wandered and made some obvious connections between the core and common elements that embody both organisational, and national cultural realms – the values, beliefs, assumptions, and mindsets that drive key behaviours and deliver the common implicit messages. As well as the disciplined systems and processes that deliver the results, the rituals that are enacted, and finally, the artifacts whose symbols represent what the culture values.

Maintaining relevance and engagementLike the monarchy, what do organisations need to do to maintain relevance and engagement to thrive in unstable and uncertain times, especially when their existence and legacies are being questioned and evaluated by the people they serve?

At a pivotal time when new sets of global, societal, and organisational demands are being made, largely as a result of the fourth industrial revolution, encompassing the convergence of exponential technologies impacting all of us globally. At the same time, we are all still affected by the consequences of the global pandemic-induced lockdowns, impacting every fabric of our social and civic structures in our world today.

A case study for leveraging cultural tipping points differentlyThe coronation of King Charles III provides us with a great case study of an outstanding and remarkable display of English cultural attributes. This enables us to ask some serious questions about how national and organisational cultures and leadership in times of exponential change, like today, might thrive with uncertainty and co-create solutions to some of the most complex global challenges, by leveraging the range of cultural tipping points differently.

A range of cultural tipping pointsWe are in effect, experiencing globally a range of cultural tipping points:

1. At the macro level, according to a recent article here in Australia, where King Charles still resides as our head of state, the local SMH states that this realm is in a state of flux:

“The King is head of state in 15 countries. More than half of the so-called “realm states” are in the Caribbean and most of them are bailing out. Barbados two years ago, Jamaica probably next year. Belize, Grenada, Saint Vincent and the Grenadines are planning their exit as well”.

1. At the micro level, according to Mc Kinsey & Co, in a recent article “New Leadership for a new era of thriving organisations” stated that organisations and leadership are also in a state of flux:

“Organizations such as Allianz, Haier, Microsoft, and Nucor are transforming their industries with a new organizational approach that seeks to be open, fluid, and adaptable; unleashes the collective energy, passion, and capabilities of its people; reimagines strategy; and focuses on delivering greater value to all stakeholders”.

“Their cultures support a more open, collaborative, and emergent way of working. And the shift to this new kind of model changes the way businesspeople must lead”.

Going back to culture and leadership fundamentalsBecause culture and leadership are, according to Edgar H. Schein “two sides of the same coin and cannot understand one without the other” we have to be in charge and focussed to intentionally, constructively, and creatively manage their interdependence. He also states that culture matters because it is a “powerful, tacit and often unconscious set of forces that determine both our individual and collective behaviours, ways of perceiving, thought patterns, and values”.

If we do not intentionally and strategically take charge, focus, and leverage these forces, we will simply always be at the effect of them, as they take us down the path of least resistance, remain implicit, and will not deliver the results we want and need in a disruptive world.

Making the coronation linksMy mind wandered and considered what might be the range of core values at play on the weekend and landed on a range of seldom-used words including – power, sovereignty, continuity, divinity, tradition, wealth, accession, diversity, responsibility, pride, and loyalty, supported by the key values of Christianity and a belief in divine right and the crucial role of righteousness.

The ceremony was jam-packed full of amazing seldom-seen rituals, including public prayer, polite bows, serious vows, anointment, and elaborate crowning, to name just a few.

The variety and assortment of symbols were mesmerising, including priceless golden carriages, bejewelled coronation swords, golden scepters, the solo glove and silver spoon, beautifully crafted and jewelled orbs and elaborate crowns. Plus a selection of artifacts included religious items and a variety of civic and military seriously gold braided red, black and white regalia.

Delivered by a set of carefully planned processes and an orchestrated set of scheduled events, including flybys, a range of powerful military processions and parades, serious police presence and awesome security all enacted with mighty precision.

Sharing the key messagesMy mind then wandered and considered what might be the key messages being communicated by this incredible series of marvellous events, and wondered how relevant and engaging they might be to people today:

• A coronation signals the conferment of God’s grace upon a ruler,
• A coronation appoints the king as the Supreme Governor of the Church of England,
• A coronation is a joyous and celebratory event.

Back to the SMH “The people got what they wanted. The cheers in the Mall, the boulevard built for the adoration of royalty, were real, even if the masses were down on those for the Queen’s Jubilee.”

Impacting the futureIt remains to be seen if this powerful, majestic, memorable, and significant once-in-a-lifetime ceremonial event will ultimately help unify or divide the English realm. Which it seems, is facing its own range of unique challenges and a controversial cultural tipping point, ultimately and seriously impacting its future viability.

Back to the SMH “But Charles’s big show might be his last great day. The last dance of a wheeling, brilliant circus that has entertained and beguiled but which soon enough, in its distant realms, will stutter and shrink and reel no more.”

Why does this matter?This matters today because we are individually, and collectively at a range of social, civic, and organisational cultural tipping points. Where we organisation and leaders are also dancing many of our “last dances”, and “stutter and shrink and reel nor more” because, according to some, we are not strategically focussed on leveraging the culture and leadership basics:

• Implicitly clarifying values that focus on delivering value that improves the quality of people’s lives that they appreciate and cherish and explicitly making them an active part of corporate life.
• Ensuring that leaders role model and enact behaviours that demonstrate the values in action, where people are accountable and rewarded by rigorous systems and supportive disciplined, and agile processes.
• Co-creating powerful sets of rituals, symbols, and artifacts, aligned to the values, that deliver the “new architectures” to create permission, safety, and trust that drive collaboration, experimentation, innovation, inclusion, and sustainability.
• Communicating engaging and inclusive messages that resonate creativity, respect, and appreciation for people, profit, and the planet.

Shifting the cultural tipping pointsIt’s time to transform leadership to transform organisations, in ways that are self-aware and inspiring, meaningful and purposeful, equitable and sustainable, with increasing speed, resilience, and efficiency to guide organisational cultures and leadership that:

• Helps people navigate and balance in-person and remote work, be mentally healthy and well, and make the way for both applied AI and human skills development.
• Develops new rules for attracting and retaining people, close the capability chasm and walk the talent tightropes to better equip, empower and harness people’s harness collective intelligence to make both the organisation and the world better places.
• Creates, invents, and innovates new ways of thinking, and acting that ultimately shift the range of cultural tipping points to meet new sets of global, societal, and organisational demands and challenges emerging in the 21st century, and lets go of what is no longer relevant to better serve humanity as a whole.

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That was the question I asked myself as I sat down to finish one of the dozens of drafts waiting for me in my notebook.

In the two and a half years I have been on this platform, I have written sixteen articles, which is a pretty small number compared to other authors. However, I am very pleased with my published work and feel truly honoured to be one of the 300+ Featured Contributors. Many contributors were already well-known authors before they joined BIZCATALYST, while others, like me, were just casual bloggers and novice writers who wanted to “spread their wings” (in Dennis’ words).

Before I started writing here, I had already found my voice through five years of blogging. I wrote whenever I had something to say and was ready to express it. Even after being named a Featured Contributor, I haven’t changed my approach to writing. Many unwritten thoughts and ideas are buzzing around in my head. It takes me a long time to turn them into pieces I am willing to share.

I couldn’t think of a better place to express myself than BIZCATALYST 360°. As demonstrated numerous times, this platform truly is a community.

It’s a place where an introvert like me feels comfortable writing. A writing community that values and encourages diversity. A welcoming environment of mutual respect and understanding. I’ve had constructive discussions with several writers who disagree with me but are open to hearing and understanding different ideas and perspectives. Engaging in dialogue with those who do not share your point of view and attempting to see things through their eyes can be both challenging and refreshing.

My most recent article was published eight months ago. The last two years have been physically and mentally exhausting for me. I wrote about it in my article below:

Tears and Joy of Caring for Ageing Parent(s)

Everyone is unique when it comes to life’s challenges and demands. I’ve always been hesitant to write about my struggles, not because I lacked courage but because I believed such things should be shared only with my family and close friends. However, after joining BIZCATALYST, I read many outstanding and truly inspirational stories from fellow writers who overcame life’s most difficult challenges and remained optimistic. These stories literally changed the way I thought about writing on publishing platforms and inspired me to share my struggles with others.

The entire experience of caregiving profoundly altered my life. It felt liberating to write about it and put my deepest feelings on the screen. Sharing my struggles allowed me to connect with others who could relate to my story. I’ve received encouraging messages from others who have faced or are facing the challenges of caring for loved ones. Those messages taught me that telling your story is not only a powerful tool for self-discovery; it can also provide comfort and support to others who struggle in silence and inspire them to tell their own.

Being on BIZCATALYST has taught me that stories inspire and encourage people to act. Even a small action can cause a ripple effect of change.

I will do my best to continue writing on this platform. It does not have to be perfect writing. Nothing is perfect. There is no “right” way to write about what is on your mind and heart. Another thing I’ve learned from being here is to always write in your own voice, with your passion, personality, and genuine heart shining through. I sincerely hope that my imperfect writing reflects all of this.

Writing for BIZCATALYST 360° has allowed me to reach a much larger audience than I could through my blog. It has also connected me with some wonderful people outside my professional and personal circles. I look forward to writing more and making even closer connections within this amazing community.

Why do you write for BIZCATALYST 360°? And what have you learned from it?

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I‘m a big believer in setting goals. My mentor taught me this skill at the early age of 12. Goals give us a sense of direction and purpose and help us stay motivated. I use the SMART framework to set my goals as Specific, Measurable, Achievable, Relevant, and Time-bound.

Specific: Goals should be clear, well-defined, and unambiguous. Instead of setting a vague goal like ” improve my career,” a specific goal would be “earn a promotion to a managerial position within my current department.”

Measurable: Goals should have quantifiable criteria that allow us to track progress and determine when they have been achieved. For example, if the goal is to increase sales, a measurable goal is to “ increase monthly sales by 10% within the next quarter.

Achievable: Goals should be realistic and attainable. While it’s essential to aim high, setting goals far beyond our capabilities can lead to frustration and demotivation. An achievable goal might be “complete a marathon within the next year” if you have been consistently running and training for shorter distances.

Relevant: Goals should be aligned with our broader objectives and aspirations. They should be relevant to our values, priorities, and long-term vision. For instance, if your long-term goal is to become a published author, an appropriate goal is to “ complete the first draft of my novel within the next six months.

Time-bound: Goals should have a specific timeframe or deadline for completion. This helps create a sense of urgency and provides a timeline for tracking progress. For example, a time-bound goal could be ” attend three professional development workshops within the next six months.”

I’ve found that using the SMART framework to set my goals has helped me achieve more personally and professionally. I am more likely to stay motivated and on track when I set specific, measurable, achievable, relevant, and time-bound goals. I also find tracking my progress and celebrating my accomplishments easier when my goals are SMART.

My Personal Mission, Vision, and GoalsEveryone has a unique purpose in life. My goal [particular purpose] is to use my knowledge and skills to help others. I want to positively impact my sphere of influence and leave it a better place than I found.

I have developed a personal mission statement and vision to achieve my purpose. My mission statement is:

To use my knowledge and skills to help others and positively impact the world.

My vision is:

To create a world where everyone has the opportunity to reach their full potential.

I have also set SMART goals to help me achieve my mission and vision. My goals are:

• Volunteer my time. This allows me to give back to my community and make a difference in the lives of others.
• Write and publish my second book. This will allow me to share my knowledge and experience with others and help them more meaningfully.
• Start a podcast. This will allow me to share my knowledge and skills with others and inspire them to achieve their goals.

I am confident that I can achieve my mission and vision by setting SMART goals and working hard to achieve them. I am excited to see the future and grateful for the opportunity to make a difference.

I encourage you to develop your mission, vision, and goals.

It is a powerful way to focus your energy and achieve your dreams.

If you want to achieve more, I encourage you to use the SMART framework to set your goals. It’s a simple but effective way to set yourself up for success.

SMART goals are more likely to help you stay motivated and on track. You are also more likely to achieve your goals because they are realistic and achievable.

Here are a few tips for using the SMART framework to set your goals:

• Make them specific. What exactly do you want to achieve?
• Make them measurable. How will you know when you have reached your goal?
• Make them achievable. Are you setting yourself up for success?
• Please make them relevant. Are your goals aligned with your values and priorities?
• Make them time-bound. When do you want to achieve your goal?

By applying the SMART framework and these tips, you will be well on your way to setting and achieving your goals.

Enjoy your journey!

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Business owners are starting to realize that customers don’t just want competitively-priced products. They also want products and services that are sustainable and ethical. With that in mind, many businesses are now considering the environment when sourcing product materials, creating their products, and marketing them to customers.

However, not everyone is convinced that companies are always as sustainable and Earth-focused as they lead consumers to believe. Your business might be greenwashing your customers if you do some of the following things:

Use Suggestive ImageryMany companies can make impactful changes through sustainable business practices, but some decide to just offer the illusion that they’ve made impactful changes by using suggestive imagery on product packaging.

For example, a box of washing powder with green plant imagery on the front can look far more ‘natural’ and gentler on the environment than a box with standard colors and branding information. The manufacturer doesn’t have to offer any information about a product being more environmentally-friendly, but consumers might purchase that product incorrectly, believing that it is.

Make Exaggerated and Inflated StatementsWhen you see a product with a label stating, ‘Now with 50% more recycled materials!’ you might assume that the company has come up with an incredible strategy for protecting the environment and giving consumers what they want.

However, a 50% increase in recycled materials might still be a small number in the scheme of things. For example, if a product only previously had 1% recycled materials, it would only now have 1.5%. It’s still a 50% increase, but not as dramatic as the labeling might suggest.

Use BuzzwordsWhen consumers see words on packaging like ‘non-toxic,’ ‘recyclable,’ and ‘biodegradable,’ they might be more inclined to purchase that product over one that doesn’t use the same phrases. However, those buzzwords don’t necessarily mean those products are better.

These words can be incredibly vague and might not have any real depth. For example, product packaging might be recyclable but only in specific places, and it might only be biodegradable in a particular environment.

Don’t Have ProofIt’s easy to say that a product is organic, eco-friendly, or made with sustainably-sourced materials, and you might know that to be true. However, you might be greenwashing your customers if you can’t provide any proof. Bold claims like sustainability, organic, and eco-friendly generally need to be backed up with studies, evidence, and certification.

Being Selective With InformationMany companies genuinely believe they’re doing the right thing by advertising and promoting the good things they do for the environment. However, they might also be selectively focusing on their positive contributions while actively avoiding their negative ones.

For example, a bank might pride itself on its many green investment opportunities while still actively supporting some of the highest contributing companies to global warming, such as fossil fuel companies. You don’t have to share everything about your company with consumers, but it’s also important not to deceive them.

More customers than ever want to see businesses become more sustainable. Our planet’s future might just depend on it. If you’re currently engaging in these greenwashing techniques, now might be the right time to turn your attention to making genuine, positive changes.

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Can you sense the pull toward more and more group work? The word collaboration is used frequently in organisational life but isn’t well understood or practised in reality…and yet somewhere within us, we know that working across boundaries and overcoming the isolation of long-held silo thinking will be one of the keys to elevating the impact of our work in its many forms.

The silos sit at so many levels – roles, departments, directorates, companies, organisations, institutions, nations and so on. There’s push and pull of getting our own ‘part’ working well and protecting it alongside deep knowing that in fact, true success relies on a higher level of interplay between ‘us’ and ‘others’.

On the global level we are seeing the challenges and the pull of group working in so many aspects of the Pandemic as, in some cases, we seek to work out how we work as a single Humanity rather than with separatist tendencies. Simultaneously we can see the undercurrent and indeed stark evidence of ‘me first’ or ‘protectionist’ behaviour. So too in organisations we can see this play out as we become immersed in our own priorities and agendas – not necessarily fuelled by political or personal gain but because we find it too difficult to lift our heads up and look outward.

Thinking and acting as a ‘group’ demands that we set or can connect to a higher collective purpose or focus. It needs an emotional maturity from everyone as we act from generosity and a higher point of service to the purpose rather than our own egos. That said, we know that in organisations so many of the performance reward mechanisms are geared toward the individual rather than collective performance. This will need to change for us to really harness the power of group working.

A group mindset has within its core a deep sense of unity and oneness…a bringing together of the unique talents and gifts of each entity – person, function, nation – and harnessing these in service of something bigger and which cannot be achieved alone.

This is the future and opening ourselves more deeply to the potential of group working will reveal many new opportunities for making it live. The question is how long will this take us given how pressing the need is now in our world?

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Episode SummaryTony Douglas has made a remarkable career out of dealing with complexity and creating inspired communities of people who are able to work together and deal with that complexity as a unit. From engineers to pilots, customer service people to administrators, all from around the globe, Tony’s brought the best out of diverse teams for some of the world’s most respected organizations. This week, we get his amazing perspective.

Episode NotesLeading Through Complexity, Creating a Community (ft. Tony Douglas). Tony Douglas on managing complexity in high-stakes environments

OPENING QUOTE:“It’s about people. There are no organizations without people. Simple as that.”

-Tony Douglas

GUEST BIO:Tony Douglas is CEO of Etihad Aviation Group with over 30 years of international leadership experience in aerospace, transportation, infrastructure, and government sectors. He joined Etihad in 2018, after being the CEO of the UK’s Ministry of Defense Procurement Arm, supplying all the services and equipment for the British Armed Forces valued at over $20 billion pounds a year. Tony has previously held senior leadership positions in the UAE, such as CEO of Abu Dhabi Ports, and in UK, his roles included the Managing Director of the Heathrow Terminal Five Construction Project, CEO of Heathrow Airport, and COO and Group Chief Executive Designate of Laing O’Rourke, a massive global construction company.

CORE TOPICS + DETAILS:[10:53] – We All Have a Part to Play

Junior, senior, everybody in-between

While managing production lines of 4,000 or more people, all heavily unionized, Tony quickly learned that engaging with their community would send productivity through the roof— and failing to engage would be catastrophic. “We’ve all got a part to play,” he says. “Some parts are bigger than others, but unless they all play together, you’ll never get the potential that is clearly there.”

[26:06] – Embracing Diversity from the Ground Up

The difference between success and failure

In his role at Etihad, Tony works with people of 112 different nationalities and an average age of just over 30. He’s learned that diversity must become something that you embrace without a second thought, or you and your teams will fail. Tony even speaks to finding joy in the complexity of navigating diversity, knowing that it ultimately leads to more diverse perspectives and greater success.

[37:47] – Clarity of Purpose in an Organization

Translate what’s required and deliver it

Tony speaks to the importance of clarity and purpose at an organization from the top down. When that clarity is present, everyone within the organization can interpret it and deliver results built around an organization’s purpose.

[48:36] – The Power of Ramesh

Being brand ambassadors— and recognizing great ambassadors for your brand

Tony shares a story of an Australian family who stops at the same hotel in Abu Dhabi every time they have a stopover there en route to the UK. Why? Their children have connected so much with an excellent hotel employee named Mr. Ramesh. But the hotel managers not only had no idea what an impact Mr. Ramesh has had for their brand, but didn’t even know who he was.

Imagine if management had realized the power that Ramesh was having for their brand and capitalized on it, instead of being unaware of his impact?

RESOURCES:* [0:47] About Etihad Aviation Group * [28:14] About Jack Jarvis

Follow Tony Douglas

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Please stop for a moment to consider your deepest desire before paying attention to our blog question, ‘What do clients truthfully want?’ Most people want to believe that their thoughts matter and desire acceptance in social and business settings. Most people relent that their ideas are not understood, others ridicule them, and often they feel very much alone to wonder if their effort is worthwhile. And then the idea of quitting comes to mind, although it isn’t their heartfelt desire deep down.

NOTE: Treat your prospects and clientele as humans.

My StoryWhether we encounter people personally or professionally, we each want to feel a warm welcome and a sense of appreciation as we communicate our thoughts. Similarly, clients quickly evade attempts by salespeople who only have the sale in mind, not the person or the company in front of them.

Take the ChallengeThe best first step for most is to imagine being the client as an impostor mirrors your behaviors. Observe the impostor’s behaviors and patterns as they speak to you about the fantastic products and services they expect you to purchase.

The burning question becomes, would you purchase or quickly ask the impostor to leave the premises and never return? In all seriousness, it is a burning question because if the clients do not desire our return, we burn a hole in our potential income and potentially run the risk of the job and career. It’s a serious matter as during my sales career, I witnessed a hefty ongoing turnover at all companies I worked for. Seeing their egos at the sales office confirmed that their nonstop talking took over on sales calls.

Embrace Q, L, C: Question, Listen, ClarifyGaining a sound footing with a new prospect, it is best, to begin with questions to encourage the other person to start talking and gradually open up. For starters, inquire why they made time to see you and what caught their interest.

Although people are unique, commonalities among many appear as to what caught one person’s interest. Listening to answers is essential for building one’s sales repertoire. Not only will you soon realize the valid interest points, but it also opens doors wide for upper management. By sharing attention-getting insights in team meetings, the company’s executives will realize better strategies for advertisements and marketing.

As people speak, questions generally arise. Most people are embarrassed to either say they need help understanding or are too busy to make the sale. Either way, they miss opportunities for further business growth. The idea of asking for clarification demonstrates that you are honest and will likely be accommodating upon working together. Taking it one step further, sometimes an answer is cloudy or will raise more uncertainty. It is best to ask all related questions until no more come to mind.

The QLC routine signifies the following:– Humility is within you, and potentially integrity, too.

– You stand out from the competition and could be a friendly easy-to-work-with provider.

– You care about delivering your best.

Your Story: What Do Clients Truthfully Want?An excellent habit is to review our best and worst experiences to compare the results. Of the better experiences, recall similarities in approach, conversation, and each outcome to know what to continue doing and potentially maximize. Underlying the effort is to realize which habits are distracting to discard. Upon making it a routine practice, efficiencies will encompass the overall strategy for more robust results. You will answer, ‘What do clients truthfully want?’

Toward the end of a sales career, you can pass the knowledge in action on to younger people via your products and services. The community spirit will enable you to accomplish more than you thought early in your career to find fulfillment in a satisfying journey.

In Conclusion: What Do Clients Truthfully Want?Prospective clients seek out amicable relationships whereby they are comfortable trusting the representative. Even better, they look forward to future meetings that include tasteful laughter. The professionally friendly style of doing business relaxes almost everyone. Better yet, the process turns into a returning and referring clientele known as The Smooth Sale!

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We often hear these terms – unconscious bias and implicit bias – as synonyms, but there is tremendous value in distinguishing between the two. In DEI work, I see companies using terms without having a common understanding of their meaning, leading both to the illusion of agreement and the illusion of disagreement based on slightly different understandings of the same word (think “Diversity”, “Equity”, “Inclusion” as obvious examples). I see this happen with unconscious and implicit bias frequently. Even though they are often used interchangeably, understanding the difference leads to better mitigation strategies and better organizational performance as a result.

Let’s unpack these two terms further.

What is Unconscious Bias?Unconscious bias is exclusively the realm of the brain. These biases are the default settings of your brain in order to reduce cognitive load and to make things easier–after all, your brain is working hard all the time. Unconscious biases are a byproduct of how our brains naturally process information. Unconscious cognitive biases are difficult, if not impossible, to stop before they happen, but the impact of these biases can be mitigated. There are more than 200 named cognitive biases, and while they do in fact help the brain function more easily, they can also lead to unintended mistakes and flaws in judgment.

What is Implicit Bias?Implicit bias includes all of the above and extends beyond your brain’s automatic decision-making, referring to biases that people hold unconsciously but can be revealed through their behavior or actions. (If you have not seen it before, take a look at this Implicit Bias Test). Implicit bias is baked into a behavior, a process, or an action, moving it a step beyond the unconscious realm of the mind. Implicit bias is used more often when speaking of the wide range of social constructs (race, gender, culture, age, orientation, religion, politics, media, etc). Because of this, implicit bias is typically more harmful because the bias impacts others and has widespread implications. The origin (unconscious bias) matters less than the impact (implicit bias) of the expression, action, or behavior. Furthermore, when these expressions, actions, and behaviors persist over time, bias becomes institutionalized and is “the way we do things here”. For a more detailed look at this cycle, see the bias ecosystem.

Mitigating Both Unconscious and Implicit BiasWe sit at the intersection of two truths: that cognitive biases are inevitable and that they lead to unintended mistakes and flaws in judgment. This paradox is a fundamental lesson for any leader who identifies as “inclusive” and seeks to realize the benefits of a diverse workplace. Mitigating both unconscious and implicit bias leads to a higher-functioning organization, greater productivity, and increased revenues.

When designing a bias mitigation plan, it is best to use language that will clearly identify what type of bias you are disrupting because the strategy will be different depending on the circumstances and the context. Sometimes actions are needed to change perceptions. Sometimes awareness can facilitate a different behavior. On other occasions, you may need to rewrite policies that will force a change in perception and behaviors. There are usually several layers to human interactions and the exchange of ideas. Both unconscious and implicit bias are likely baked into each layer. Businesses spend an inordinate amount of time on the who, what, where, when, and why. Bias mitigation is all about examining and reflecting on the how. When we neglect the how of a situation, we allow an environment where it would be easy for bias to impact behavior of all kinds and to limit performance.

Having an awareness that nearly every decision or action is impacted by unconscious bias can lead to a practice of reflection and questioning what we do and how we do it. It allows us to name what is happening, to surround ourselves with people who can make us aware of a bias that we are unable to see ourselves and to redefine processes to mitigate the negative impact of biases. Bias is universal. If you have a brain, you have bias® is the trademark that The Percipio Company builds upon. By framing bias as a by-product of how the brain functions, we eliminate the cycle of justifying, arguing, defending, and explaining (JADE), which can be an obstacle to organizational development and growth.

Understanding the difference between unconscious and implicit bias can help businesses establish a common understanding that everyone operates with unconscious bias and no one is more or less prone to it.

This commonality opens up deeper conversations around the implicit biases that show up in interactions, behaviors, or processes. A huge mistake is treating these conversations as transactional or one-time training events. Because bias mitigation is about examining, reflecting, and changing processes and behavior, it is continual, iterative, and ongoing. It requires generating awareness, process changes, and widespread behavioral adoption to truly impact the way companies operate. The work empowers organizations to create new ways of proceeding, ways that acknowledge bias mitigation as an integral part of the “way we do things here” and integrate it into their workplace culture.

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The universal law of polarity suggests that the strong and weak are in need of each other. However, some strong people allude to themselves that they have no need for the weak. They go against the universal law and lose.

One great example from nature is people in Africa and Asia storing millet in their houses. Termites tend to spoil these nutrient-rich grains leaving many people in short supply of their main food.

To overcome termite colonies people in Cameroon found that some ants called the driver ants are able to outsmart termites and eat them. These ants work together as a team. The strength of these ants stems from their coordinated strategy to become strong by working as many in one.

The video below is an example of the fight between termites and driver ants

Humans could not find a better way to battle the termites and eradicate them. Ants do. The false pride of some people finds it hard to accept learning from ants. Well, and then do what the ants can do.

This relates in part to humans playing down small things such as small insects and small problems. They forget that what is small today might become big tomorrow.

Ants think of today and the future. Many termite-eating ants do not eat all the termites and leave some alive to reproduce and keep the food supply available for the ants.

I read some time ago about whales in a restricted lake that whales do not eat all the fish so that the fish may reproduce and the whales may keep their main source of food supply.

The strength is in admitting our weakness. I read on Pininterest this wise quote

To be strong is to understand weakness. To be weak is to have fears. To have fears is to have something precious to you. To have something precious to you is to be strong.

Are not ants and whales doing this? They do. Because of their fear to run short of food supplies, they keep some of their termite and fish respectively alive because they are precious to them. They live the now but without forgetting the future.

You are not strong unless you admit your weaknesses. False pride is a recipe for losing whatever strength you have.

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We’d just returned to SeaTac airport from Tampa Florida, where we each led a keynote conversession at Encounter 360°. After exchanging heartfelt words of appreciation for each other’s conversession, we hugged, the kind of hug that shares the gratitude for being so glad to have met the other. And then Andy (Vargo) said this, “I want to thank you… for the first time in my life, I feel that I have the power to create my own belonging.”

The first thing that flashed through my head was, I’m so glad you got there! You see, in my perfect world, everybody would believe in their ability to belong, in self, and with others. The second thing, a few moments later, I realized my Encounter 360° conversession on reimagining belonging did give them a space of agency for themselves in self-belonging. It worked! Phew! It gave them a way past the popular, or conventional view of belonging that, unfortunately, limits one’s own agency to belong.

Our mental wellbeing in the workplace seems to be in a pretty rough place, and I think it’s because of messed up belonging. Burnout, anxiety, and depression appear to be at record levels, according to Forbes. A McKinsey study found that 51% don’t feel they belong. And what’s rather interesting, is a Deloitte study as belonging being reported as one of the most important human capital issues. So, there’s easily enough awareness. But not much change. Could it be our functional definition of belonging is the problem? Maybe it’s because we’ve made belonging a transactional receive-mode thing, instead of relational. And not only that, the framing the way that we think of it is that if I don’t get these four things, I don’t belong.

The Problem: our Popular Definition of BelongingBefore moving on to how we redefine belonging, let me introduce you to a neuroscientist, Kelly McGonigal. Kelly studied how the way we perceive stress can make it harmful, or, helpful to us. Harmful if we believe there’s nothing we can do about it, but helpful if we believe we can. And there’s also an interesting aspect that she uncovered that relates to oxytocin. She found that when you’re connected in a caring way (belonging) and you perceive the stress as a healthy challenge, you actually get a positive bump in your oxytocin levels. And, the stress that would’ve killed you, when combined with the oxytocin actually makes you stronger.

And, on a wellness aside, here’s what you physically get from that oxytocin, in addition to increased pro-social emotional abilities:

• cardiovascular protection
• an anti-inflammatory response
• relaxed blood vessels
• your heart rebuilds faster than it degrades under stressed performance

Sounds pretty healthy doesn’t it? Our bodies have a built-in mechanism for stress resilience. Our wiring for belonging is a self-regenerating relational neurochemical mechanism. McGonigal’s work gives us a clue as to why the current model of belonging might be undermining our current belonging efforts right from the start. We have no agency as we experience stress while in pursuit of belonging.

Here’s the popular definition of belonging from Cornell University.

Belonging is the feeling of security and support when there is a sense of (1) acceptance, (2) inclusion, and (3) identity for a member of a certain group. It is when an individual can bring their (4) authentic self to work.

This standard, or institutional understanding is a receive-mode-only model. If I get these four things… then I belong.

A sense of (1) acceptance, (2) inclusion, (3) identity, (4) being your authentic self to work (AIIA)

So, if you don’t get these four things, you don’t belong? This definition creates a box where the stress of being in a belonged state is unwinnable as it’s out of our agency, and thus the stress becomes harmful. From this frame, your state of belonging is a passively harmful place when you don’t fit in. Further, it creates an emotional barrier to doing the very reach outs that your own oxytocin is calling for. Because you believe it’s out of your ability to get it, this inhibits you further and limits your source of oxytocin and serotonin. We have to be in a positive human connection to generate oxytocin. Here’s a link to a list of seven belonging lead measures. You belong when you get these four things is a rather powerless frame that limits our neurobiology as we attempt to create our belonging. Yet it’s the dominant model. While it’s always brought up and referred to with good intent, it accidentally omits our agency in the definition.

The story we tell ourselves, and sometimes the story we’re given, that we tell ourselves, is the story we live.

Our words matter, and our story shifts with that omission. We’ve been promoting a story of what it takes to belong that disempowers us from creating it in our companies. And, it might even be making some people’s pursuit of belonging even a bit more harmful. (I gotta think more on this one.) The more you run into a brick wall, after running into a brick wall, the more damage you’re doing to yourself. Ironically, we’ve been given a model for belonging that sets us up to be powerless in affecting our own belonging.

1. It’s a one-way, passive receive mode, must-get affirmation transactional model
2. It leaves us with a self-narrative that says we only belong with someone who gives us these four things
3. Yet, those four things aren’t necessarily indicative of belonging
4. Ultimately leaves us chronically stressed on the bad side of a fit-in

For bullet 3, I want to offer this caveat. You can have all 4 of these things and not belong, a sense of (1) acceptance, (2) inclusion, (3) identity, and (4) being your authentic self to work. And, you can have the absence of those four things and still deeply belong. I can tell you, from my own personal experience, that I have not been (1) accepted, for being my (4) authentic self. Was warned about getting un- (2) included, and told to get back in the game here with us, or I’m out, my personal (3) identity in the tribe was about to be rejected. And I was implored to get back to rightness with the company tribe. I still belonged despite not getting affirmed in those four areas. And it would be my choice, whether I continued to belong.

The Shift: Define Belonging as You Feel, Own, and Care for Them, AND, They for YouAt Encounter 360°, I offered Belonging Reimagined. One that puts each of us in the driver’s seat of our own belonging. Shifting the power from just us receiving whether or not we belong, to choosing, creating, and inviting another to belong with us. From this re-defined version, our stress from when we don’t belong can be healthy instead of harmful, and help us to get into real belonging.

Try shifting your definition of belonging to this…

Belonging, it’s a state of being, in relationship with others:

When you feel, own, and care for them, in their successes, dreams, and failures. And, they feel, own, and care for you in yours. It’s a two-way relational street.

It’s a two-way street of feeling for yourself and them, owning your life and theirs, and, caring for yourself and them. And they do the same with you. If you prefer today’s typical business emotional intelligence language, it’s mutual-empathy (feeling), accountability (owning), and compassion (caring for).

Belonging requires all three – Feel, Own, and Care forThere’s a hollowness that we all know, that comes when any of the three: feel, own, or care for, aren’t genuine, or, are missing.

• Without the Feel, (empathy) we question whether or not we’re really theirs, when they say, “You’re my friend… or my employee…” We question the “why” of their care for us.
• Without Own, (accountability) we’re stuck with the nagging doubt of if their expressed feelings for us are true. We doubt if their care for us is actually for us.
• Without Care for, (compassion) we disbelieve in the genuineness of their expressed feelings and their claim that we are each other’s.

But, when you have all three, look out, you get a company of resilient people that’ll find a way for each other. You know you belong, because first, YOU feel, own, and care for them, AND second, THEY also feel, own, and care for you. If it’s just them, you’re getting affirmation, and yeah, that feels good. If it’s just you, you’re probably just fitting in, or in codependency.

Notice the order.

1. The first qualifier is, “When you feel, own, and care for them…” (starts with you)
2. AND (not, so that)… I guess the “AND” could be seen as a third qualifier, it’s not transactional.
3. The second qualifier is they feel, own, and care for you in yours…”
   Notice also, the context.

“In each other’s successes, dreams, and failures.” It’s in the good times, the aspirations, and the bad times. This is what falls in line with our tribal neurobiology. We’re designed to be indispensable to our tribe.

I love Angela Theisen’s take on belonging being as fundamental to how we organize ourselves.

“The sense of belonging is fundamental to the way humankind organizes itself. If it was unimportant, we would live solitary lives only coming together for procreation then quickly kicking the children out of our lives as soon as they could walk. We would have no families, communities or organized government.”

We cannot separate the importance of a sense of belonging from our physical and mental health. The social ties that accompany a sense of belonging are a protective factor helping manage stress and other behavioral issues. When we feel we have support and are not alone, we are more resilient, often coping more effectively with difficult times in our lives. Coping well with hardships decreases the physical and mental effects of these situations. (Mayo Clinic Health System)

It’s a relational model of bidirectional power that starts with you. Each one of us has agency. You get to shift into the driver’s seat of your own belonging. You’re not of the tablet victim to circumstance, nor are you an unfortunate victim.

When we define belonging this way, we get a frame for living out a new belief where our belonging is also in our power to create. So that even in the stress during the formation of belonging, we actually can get stronger.

Here’s a belonging practice to move your head in your heart into your own efficacy to create your own belonging.1. Remember a time when you: felt, owned, and cared for somebody in their successes dreams, and failures, who also feels, owns, and cares for you in yours.
(Do not tell of a time when you had a sense of acceptance, inclusion, and identity, and could be authentic. – Play along with me here) 2. Meet up with someone, in person or over Zoom, and share that story with them. 3. Afterward, take note of how you’re feeling inside. 4. Now, that person who you felt, owned, and cared for… Invite them out for coffee, or beer, or call them, or text them- and thank them for feeling, owning, and caring for you.

A quick summary of belonging wellness benefits:1. Less burnout, anxiety, and depression 2. Higher resilience 3. Oxytocin neural/emotional benefits * Empathy * Cooperation * Generosity * Interpersonal trust * Social motivation * Altruism * Emotional recognition * Gaze and focus & eyes face

1. Oxytocin physical benefits

2. Cardiovascular protection

3. An anti-inflammatory response
4. Relaxed blood vessels
5. Your heart rebuilds faster than it degrades under stressed performance
   I wonder what would happen to the rates of anxiety, depression, suicide, heart attacks, strokes, autoimmune diseases, etc., if we had more belonging of the feel, own, and care for type?

Give this definition a try. Make the shift. I bet you’ll find your emotional and physical wellness moving upward with your belonging.

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Having labored a little over translating Mariah and Byron Edgington’s Journey Well list of self-affirmations into Danish, I decided to write a piece on the ongoing translation task that all of us who function in a foreign language continuously engage with.

In international social science research projects, the term “conceptual equivalence” is thrown around and makes it cumbersome to make good research questions that can apply equally well in many different countries. The same goes for translating emotions – and words evoking emotions – as in Mariah and Byron’s list. We want a translation to evoke the same emotion as the original word. If “more than enough” evokes an emotion related to being “too much”, Houston, we have a problem.

A translation is sometimes more than just the same word in a different language.

Let me start with a short background story.

In my early twenties, one of my best friends was a colleague who had a huge stack of paperback novels. She had been a flight attendant for a couple of years, and cheap English language paperbacks seems to be everywhere in airports. Hence, she has acquired more than a few. The books were not the reason we were friends, but they did provide ample reading material when we went on vacations together.

To put this into context: I grew up speaking a language that only around 5 million people speak. That does not make for a huge market in neither hardcover nor paperback novels and, consequently, books in Danish were/are prohibitively expensive – three to four times the price of a similar book on Amazon. If Danish books weren’t so expensive, we wouldn’t have read all these paperback novels in English in the first place.

Now, let me get back to telling you the story with my friend.

Because we read so many books in English, odd sayings started to creep into our Danish. She told me about some shenanigans she wouldn’t put it past her brother to have instigated – and we both cracked up because the term “putting it past him” doesn’t exist in Danish. She had translated this verbatim, and it made absolutely zero sense.

I think this was the first time I consciously recognized that some words or terms could not be translated and be understood the same way as in the original language. (And this is a very different “oops” from just using the wrong word when you speak a foreign language.)

Have you noticed that we are already dealing with two levels of translation confusion now?

The simple layer is that perhaps you now wonder what the Danes say when they want to convey “I wouldn’t put it past him”?

The next layer is that to set the scene, I had to tell you much more about the Danish book business that you would ever want to know.

Over the years, I have helped translate many Danish texts, and an important part of a translation is to add a context that allows the foreign reader to make sense of what is in the primary message. You can’t for example refer to a company and expect readers abroad to know anything about the company – not even one that is known by everybody back home.

One doesn’t have to be Danish to wrongly infer that some things need no explanation. Reading Harry Potter makes so much more sense if you know just a little about the English school system. And, actually, that goes not just for the school system but for any social “system”: government, retirement, medical, telephones, elections, juridical… We are generally only aware of our own country’s ways of organizing itself. (I recently watched the movie “A Man Called Otto” and yes, the plot differs from the original Swedish story because Sweden and USA don’t organize their medical care in the same way.)

It is not just our locally known companies, heroes, and public services that need introduction when we translate. When you are translating into English aimed at the US audience, numbers also need to be adjusted. What looks like a social emergency or miracle because something happened to 5,000 Danes becomes a rounding error put into an American context. Such numbers need to be normalized – how many people per 100,000 population translates much better than absolute figures whether your frame of reference is much bigger or much smaller than mine. (Actually, this happens as well when somebody compares between states within the US.)

With idioms and metaphors, all bets are off. We may even unwittingly “step in it” big time – to use a metaphor that in my childhood Danish was “stepping in the spinach”. (Don’t ask me why spinach.) Americans fill their language with references to sport: “Out of the ballpark”, “Home run”, “Slam dunk”. If you don’t play baseball or basketball, this may mean nothing. In French it is cooking terms and food references that show up everywhere. “I feel like a chicken in a pie.” Say what!?

All languages use references to literature (“the emperor has no clothes”, “Catch 22”), movies, history, or Holy Scripture. I learned that Chinese “play piano to a cow” when they “throw pearls before swine” – would that stop you in your tracks, reading a novel where they play piano for their cows? (Not that the pigs makes a whole lot of sense, either.) The www is full of strange sayings translated verbatim. I read and laugh that anybody would say something this funny – and then discover that it is just the Dutch words for the totally same old saying we have in Danish. (Refound in translation, perhaps?)

At the beginning of this piece, I wrote “Houston, we have a problem.” Did you pause to wonder where that came from? If not, do you think it may confuse people with non-American background, or perhaps people younger than you?

In Denmark, being naïve is sometimes phrased as “being blue-eyed” because most babies are born with blue eyes. “I may have blue eyes, but they are not that blue.” It doesn’t translate well into the multiethnic American society, where referring to blue eyes is known as “a dog whistle”. Does everybody outside the USA understand the same if using the term “dog whistle” as do Americans? (Fortunately, not my blunder.)

We are not always aware of how much we use idioms that can be hard to translate because they rely on culture and country-specific references. But they will often be lost in translation (and when they are not, trust me, they are a real nuisance to translate.)

I referred to international research above, and questionnaires require not one, but several translators involved translating back and forth. A classic joke illustrating this is translating Matthew 26.41 “The spirit indeed is willing, but the flesh is weak.” The reverse translation: “The drinks indeed is strong, but the steak is bad.” I recognize that this may be funny only to people familiar with Matthew and the traditions around his writing. But we do want the reverse translation to get a little closer to the original text, please.

One of my translation projects was the Danish version of the Personal Value Questionnaire used in social surveys. Dr. Schwartz and his colleagues set out to measure all the values they could think of to figure out which values were most prevalent where. And they could think of quite a few. But when they tried to agree on how to put all these values into questionnaires, they found that some of the values were important in some cultures but were totally unknown in other cultures. How is that for “conceptual equivalence” if you have concepts that don’t even exist in the language you are translating into? Lost in translation, squared.

When the team had sorted this out and questioned people all across the world, they did some fancy statistical analyses and found that some values grouped together one way in some countries but very differently in other countries. Thus, a value can be important to both you and your counterpart, and you would translate it with words you both understand, but you could still mean something different. That is one of the worst situations in international communication: you think you agree, but you speak about two different things.

While I can’t tell you which values may suffer from this unfortunate complexity – they were excluded from the questionnaire – I can tell you that when you table a point on your agenda, the Americans draw a sigh of relief and lean back in their chairs while the Brits roll up their sleeves, getting ready to dig in. And that confusion doesn’t even require anybody translating.

Welcome to my life…

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I still remember a Dr. Pepper television commercial from nearly half a century ago. A long row of people line-dancing, in perfect sync, singing together, “Be original!” The irony seemed lost on the rest of the world.

We human beings love to think of ourselves as non-conformists. But few things terrify us more than breaking from the crowd. That fear turns us into tribal creatures, which makes us susceptible to groupthink. And even when it doesn’t, it may compel us to hold our tongues rather than risk speaking out against conventional thinking or popular opinion. And that can prove catastrophic.

If this sounds like hyperbole, don’t be so sure. It’s not just that we are what we think. By failing to speak up, we become what other people think, even if we think otherwise. Because allowing the few to dominate the narrative creates the illusion that the few speak for the many.

And, according to Todd Rose:

The illusion of one generation tends to become the private opinion of the next generation.

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We live in a digital world and the requirement to sell anything online brings about challenges with our cyber security. As authors, publishers, and content creators we are all keen to sell our products via this medium, in doing so we have to be relatable to our customers, that inevitably means sharing personal information.

Most of us turn to social media to promote ourselves and what we have written. Unfortunately, this is where criminals also operate and seek out opportunities.

Scams and account takeovers are commonplace on these types of platforms and have the potential to ruin your business and hard-won reputation.

I am a former police officer and a firm believer in the phrase, ‘prevention is better than cure’ hence I have put this short piece together with that in mind. It is written from the perspective of a small business owner and author alongside my set-up and experiences. It may not be the same for everyone but for most of us in this arena, I am taking an informed guess that what I will share here will be common for a lot of us.

• Do you hold any customer data?
• Do you have social media accounts?
• Do you manage your website yourself?

Even if you only have one of the above, then you and the data you hold are at risk, unless you take precautions to protect it. Despite what a slick cyber security salesperson may tell you, there is not one single solution that will stop you from suffering a data breach. What you ‘can’ do though is lower the risks significantly.

Customer data – when someone orders content from you, invariably they will provide their name, email, and home address, maybe even details of the payment provider. What are you doing with it once the transaction is complete?

Ask yourself, do you need to keep it? If a cybercriminal gets into your systems and steals their data, you have suffered a data breach and will have certain obligations. Do you need all that upheaval to deal with, or would you prefer to be doing something else, like promoting your business for the right reasons?

Tip – weed what you don’t need!

Social media – a great place to network, make contacts and promote your business but it is also the prime hunting ground for those with malicious intent.

When you are looking for leads be wary of the posts that are designed to create your curiosity, “Look what I’ve found”! “I have got a surprise for you”!, “You’ve won a prize”! etc, etc.

The intention is to get you to click, and then lo and behold you have introduced malicious software (malware) into your device. Your social media profile could in turn get taken over by the criminal who starts to connect with your client base. Something else you do not want to have to deal with.

Tip – things you click can be tricks!

Your website – It may be the case that you manage your website, or you outsource it to a friend or a company. Make sure the admin password is ‘long and strong’ and do not share it with anyone else, it is the equivalent of the master key for your digital front door. Also, ensure that security updates are applied promptly (things like plugins too for WordPress). If you don’t attend to them, the vulnerabilities are not addressed, and you are leaving the windows open for digital burglars.

Tip – If you are not sure, get someone ‘in the know’ to help you

Finally, one of the best ways to protect all your online accounts is two-factor authentication. This is like a double lock on that digital front door. The way it works is that you enter your credentials into say, your Facebook account, the system will then require a code from you, normally generated via an authenticator app on your smartphone. Something that is only in your possession (or should be).

No code, no entry, it’s that simple and a great way of keeping scammers, fraudsters, and thieves out of your accounts.

Stay safe out there, it’s a digital jungle!

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Certain Japanese concepts that don’t have a direct translation occasionally become buzzwords in English because of their unique perspective and insight. Ikigai (your “life purpose” or reason for getting out of bed in the morning) and wabi-sabi (admiring imperfections as a thing of beauty) are two such examples that have begun making their way into regular English parlance. I would like to give my two yen for another useful term in which we lack a direct equivalent in the West: yugen.

Yugen is a Japanese aesthetic concept that is difficult to translate. It encompasses a complex and multifaceted set of meanings. Yugen is often translated as “subtlety,” “profound grace,” “mystery,” or “elegant simplicity,” but none of these translations fully capture its essence.

At its core, yugen is an appreciation for the beauty and depth that can be found in the subtle, understated aspects of life. It is a sense of wonder and awe that arises from experiencing something that is not easily explained or understood, yet is profoundly moving and meaningful.

In traditional Japanese arts such as poetry, tea ceremony, and garden design, yugen is often evoked through the use of symbols, metaphors, and suggestions rather than overt description or decoration. For example, a simple arrangement of rocks in a garden might suggest a mountain landscape, while a single line of poetry might hint at a profound spiritual insight.

Yugen is also closely associated with the idea of impermanence, or the fleeting nature of existence. In Japanese culture, there is a deep appreciation for the beauty that can be found in things that are transitory or ephemeral, such as the cherry blossoms that bloom for only a few short weeks each year.

Overall, yugen represents a way of looking at the world that values subtlety, nuance, and understated beauty. It is a reminder that there is often much more to life than meets the eye and that the most profound experiences are often those that cannot be easily put into words.

So, while we may not (yet) have an equivalent in English, next time you are appreciating a setting sun or even just a great line in a movie that is deeper than the movie itself, you have a new word to describe that feeling: “wow, that is so yugen.”

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Do you know that women who had to leave college to have children can feel like they cannot return and finish their degrees? It can be challenging, especially if years have passed. But don’t worry!

There are various options available for you to return to school and complete your education. With flexible scheduling, online courses, or part-time enrollment, you can make it work!

Here are some tips that can come in handy if you are considering returning to college:

1. Research Your Options – Whether you want to finish your degree or explore a new field, researching your options is the first step. Check out schools that offer degree completion programs or services dedicated to helping adult students like you.
2. Build Your Support System – Talk to your family and friends about your plan to return to college and enlist their help and support. You may also seek a mentor, either in real life or online, who can inspire and advise you throughout your educational journey.
3. Develop an Education Plan – Put together a plan for completing your degree incorporating the new challenges you face as an adult returning to college. Set realistic goals for yourself, and plan for the time commitments associated with classes, studying, and other activities.
4. Pursue Financial Aid – Do some research to learn about grants, scholarships, loans, or other financial aid opportunities tailored to adult learners. Knowing what resources are available can help make it more affordable for you to pursue your degree. Also, consider pay-as-you-go with cash; it may take longer but will avoid debt. If already employed, review company benefits for educational purposes.

Lastly, let’s talk about the importance of education in a world where most jobs require some education today and in the future. Education is a cornerstone of society, and fostering the best educational opportunities for everyone is crucial. By leveling the playing field, we can make progress and enhance the prospects of all citizens in our global society.

As we look ahead to 2030, it’s clear that the need for specialized and diversified education will only increase. Advances in technology, artificial intelligence, and other disruptive forces will shape the world of tomorrow; new degrees will be needed to provide them with broad skills and knowledge.

One such degree is the Bachelor of Distributed Ledger Technology or BDLT. This degree will prepare students to understand the principles behind distributed ledger technologies like blockchain and its potential applications across multiple industries. Through courses in coding and cryptography, students will learn to design secure systems that can be

I hope this helps!

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So …Have you ever seen one of those suitcases – or guitar cases – or auto bumpers – covered with labels?Each of us is just like that: gender, race, origin, age, friendliness, coordination, body type, eye color, disability, comfort with interaction, and the list goes on. These labels sometimes blur, sometimes blink, and sometimes glare. They may serve to our gain or to our exclusion. They provide shortcuts and illusion, connection, and distance.

Gender Crap is our attempt to address this quandary by looking at the complexity of gender labels from as many different viewpoints as possible. We are not political, not self-righteous, nor attempting to change any ideas. We simply want to shine a birth light on ourselves and converse (literally, “turn together”).

You may want to talk about this. You may not. If this is not a cause of discomfort for you, or if it is a cause of great discomfort, we gain by exploring this together, no blame, no shame, no judgment, or harm. I’m not, and you’re not, right or wrong here. Let’s simply be curious and courageous. We are, after all, on this ride together.

So …We’re publishing Gender Crap on May 30th. As part of our project, I’ll be hosting a Virtual Book Tour every Saturday through June 10th, 11:30 AM -12:30 PM. Each will give you a chance to meet and have a conversation with our authors. They’ll be reading from their contribution, exploring the story and insight that brought them to contribute, and open to any comments and questions. They’re quite a group. You can see the lineup at Gendercrap.com.

CLICK HERE TO GRAB YOUR FREE SEAT TO OUR GENDER CRAP SESSIONS

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I read a quote by Elizabeth von Arnim the other day that said;

A woman’s tongue is a deadly weapon and the most difficult thing in the world to keep in order, and things slip off it with a facility nothing short of appalling.

What do you think about this quote? To me, this quote makes me think of those of us that have a quick, oftentimes sarcastic, wit. This speaks to our high intellect and the ability to process information at a lightning pace. It’s possible that some people might not get this quick wit, and may be offended if they don’t know what it means. Our brains are often too fast to even stop the words from coming out. There is no way for us to dictate who understands and who doesn’t.

But like it or not, women with quick wit and intelligence are sexy. After all, the most erotic part of the body is the brain because without the brain nothing is possible…not our fantasies, not our desires, not our bodily responses to stimuli. Nothing is possible without our magnificent brains.

So if you have a quick wit and words just roll off your tongue….Count yourself lucky. With you, there is never a dull moment in the conversation. You can talk about almost any subject matter. You listen as well as you speak. You know when to let the other person have the spotlight and talk about themselves. These are valuable skills. These are the skills of leaders and visionaries.

Be proud that you are a woman with a quick wit, intellectual and know what you want….

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What if leadership at work wasn’t for a select few, but rather shared among many? Management consultant Gitte Frederiksen gives us the recipe for “distributed leadership” — dynamic, multidimensional networks of leaders that tap into everyone’s knowledge and creativity — and shows how it allows teams to do more and do it better.

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Unless you’re a man who has been living in a cave for the last year, you will be aware of the quantum shift taking place for you in today’s professional world. No such thing as business as usual especially for men.

Balancing a man’s life challenges with positive masculinity and authentic harmony is a must if you are to be successful with women in business and in life …

It’s tough for men, especially top decision men who are often making major adjustments from traditional perspectives to ensure they thrive in these uncertain times.

Men must navigate their usual traditional role and the new emotional integrity that post-pandemic economies demand. The new leadership/life dynamics occurring with DEI and ESG and SNGs and more pressures at home to provide against escalating living costs and teenage children wanting college fees paid!!

As men lead and work in required gender-equal and diverse cultures, many issues arise that they are unused to. Women are asserting themselves in ways that often confuse men. Different generations holding perspectives that clash and many old patterns of hierarchy and gender equity battles are blocking progress to authentic harmony.

Male leaders report that they are more unsure than ever as to how to negotiate their way through the ripple effects of the #metoo movement and pandemic pressures for hybrid working and rising cases of big payouts on sexual harassment legal actions. Even for men advocating for women to move to the top often feel left out in the ‘women empowerment’ movement when battling with those men who refuse to change.

What is the mix of fear, anger, frustration, and confusion that creeps in? This is not an “either-or” situation, it’s “and-and”! Building awareness on natural differences and principles of harmony includes the value of heart-centered leadership.

Go on – it’s ok to own all emotions… and it’s “manly” to overcome them with emotional understanding, business trust, and a culture of respect for all parties.

Can we build a new baseline landscape that shifts awareness for both men and women is the way to engage everyone in a new creative conversation? To achieve this, we propose to empower men to be open-minded to a more flexible, adaptable, collaborative synergistic, harmonious diverse world, and to navigate the MIND-Field of professional and domestic relationships. Men need to be men and still want to be viable competitors as well as colleagues in the challenging game of life and business (and and)!!

Many wise men today want to reassess their masculinity in communication, using greater sensitivity and still retaining authority. It’s increasingly difficult to exert a more masculine-style influence and be sure to be received fairly by both men and women. Now we present a pioneering Gender Dynamics Intelligence (GDI) landscape assessment and communication tool is designed to help men (and women) achieve a meaningful, masculine manner that fluently integrates instinctive emotions, integrity, and logic.

This pioneering approach encompasses positive masculinity and female empowerment into the combined territories of male and female with a 360-degree view of all diversity. This is integral to a new program facilitated by Dr. Pauline Crawford, the creator of the GDI map, an International Speaker, and Author of The Power of Authentic Harmony.

Men – It’s time to eliminate the barriers that bar your way to fulfillment and material success.

Start the journey one-on-one with your most difficult conversation…

Men of the Future … are you ready NOW?

My gratitude to all the men I interviewed during 2018 -pre pandemic- in a world of #metoo movement and quotas of women into boardrooms. Our world of women has moved on and now we face economic challenges globally. We cannot afford to waste time arguing for equality, we need harmony and joint- co-creation honoring each other’s natural talents.

I asked this cohort each in turn “What advice will you give a woman to manage a man today?”

The answer collectively was “We love you women – we love working with you, we respect you, you are complex, we are simple. Please value us for who we are, don’t smother us, mother us or see us as a threat (#metoo) – see us for our straight-forward truth as a man and love us as we are”

WISE ADVICE…. thank you!

Reach out to me below for more information and to be ahead of the game.

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The challenge for authenticity is complex. Indeed, it would be simplistic to always interpret it as the free expression of who we are or being direct and transparent, sometimes even risking compromising relationships with others. Our very identity is constantly evolving, shaped by the experiences we have and the people we meet

Unfortunately, one can struggle with authenticity today for many reasons.

First of all, the continuous changes to which we are exposed change us radically, and therefore our own identity evolves.

Of course, it’s important to have a clear and stable sense of who you are, like a compass that helps guide you through the complex choices you make and towards your goals. But often a too-rigid sense of ourselves prevents us from progressing towards new opportunities, it becomes an anchor that keeps us trapped in old habits.

Secondly, the growing diversity in the workplace brings us into contact with people with different cultures and expectations of how to behave, and, to be effective and understand each other, we must necessarily adapt and therefore become less authentic, and more flexible.

Furthermore, our identities are constantly being shown in today’s world of social media and permanent connectivity. How we present ourselves has become an important aspect at stake and exposes us to the risk of showing contrasts or contradictions that are there for all to see.

Certainly, however, the possibility of wearing a mask is to be excluded, simply because it does not work (others will not believe it and sooner or later we will be discovered) but it is also unhealthy for ourselves. Inauthentic living and working is tiring, inspires no one to action, and holds us back from reaching our full potential.

Being authentic has to do on the one hand with presence and participation, and on the other with trust in one’s own organism that feels, perceives, intuits, and regulates itself. Who is authentic lives, is passionate, risks, loves, gets angry, grieves; he is willing to penetrate everything he hears, including painful passages, out of trust in his own internal reality.

Authentic people are aware, spontaneous, and genuine. They are not afraid to show their flaws, their vulnerabilities, simply because they are aware that we all have them, we are all weak, vulnerable, and imperfect.

The essence of being authentic is to live one’s life according to one’s own values and goals rather than those of other people, to conform to one’s personality, values, and spirit without worrying about the pressures that lead us to act otherwise.

As a result, we are perceived by others as genuine and are willing to accept the consequences of being true to our beliefs and what we believe is right.

In conclusion, we can say that to live a life in an authentic way it is necessary that the choices and actions are the mirror of one’s ideas and beliefs, putting aside everything that feels like it does not belong to one’s way of being, overcoming the standards imposed by the company.

Comments are really appreciated!

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What is hell? Hell is oneself. Hell is alone, the other figures in it merely projections. There is nothing to escape from. And nothing to escape to. One is always alone.

~ T.S. Eliot in The Cocktail Party

Leadership is built on relationships, the very foundation of human flourishing. So there is an obvious correlation between the global leadership deficit and the relationship dysfunction that characterises western society today. Social isolation, or loneliness, is the real pandemic in the Third Millennium, and it lies at the root of most of our social maladies.

Leadership is first learned in the family, where the virtues essential to all relationships – honesty, trust, faithfulness, compassion, forgiveness, and a natural sense of obligation to others – are best nurtured. Where those virtues are sincerely held, there can be no loneliness, and relationships will flourish. And that provides the ideal context and conditions for community and leadership.

Where those virtues are absent, family, friendship, and community break down, and social dysfunction ensues. The reality is that our mental and physical health actually depend heavily on the quality of our relationships. Studies around the globe have shown that:

• Social isolation is a one of the most common causes of clinical depression
• It impacts artery erosion, blood pressure, heart disease, hypertension, and stroke risk
• Chronic loneliness is a significant factor in many cases of alcoholism
• It is closely linked with anti-social and self-destructive behaviour
• It has a negative effect on learning and memory
• It can affect sleep patterns, promoting a wide range of attendant problems
• It actually increases an individual’s mortality risk more than smoking does
• Up to 80% of people who fail at work do so because of poor relationship skills
• Emotional support has been shown to be a significant factor in healing generally.

Why are there so many lonely people? Why is it so hard to form real relationships when that is what everybody both needs and wants? Well, if the family is where the virtues essential to all relationships are best developed, then dysfunctional families and the widespread loss of family life must inevitably give rise to a dysfunctional society in which relationships generally fail to flourish.

And this is, of course, precisely what has happened. A psychiatrist friend recently told me that over the past 20 years, some 80 percent of her patients have come from families broken by divorce; the burgeoning mental health crisis didn’t spring from nowhere. So if the loneliness pandemic is a result of family breakdown, what is the cause of the collapse of family life?

The root cause of this social cataclysm is, of course, the modern rejection of classical virtue ethics in favour of the personal choice of the autonomous individual, and the moral confusion that has accompanied it. But the “Who are you to tell me what is right and wrong?” mindset has been puffed up to planetary proportions by the removal of restraints on humanity’s most unruly appetite.

Science and common sense agree that promiscuity, prostitution, and pornography are inevitably destructive of family life, and relationships generally. Yet the Sexual Revolution of the past half-century continues to be driven relentlessly forward, not only by the many who profit so richly from it, but also by its many victims who refuse to admit their folly. Hence the increasingly dysfunctional culture of lonely, wounded people, incapable of meaningful commitments and self-sacrifice, and the insidious and intensifying mental health crisis.

Social science clearly shows that children in fatherless families are more likely to suffer emotional and behavioral issues, physical and psychological abuse, poverty, health problems, academic failure, relationship dysfunction, and susceptibility to criminal activity. Moreover, opinion polls over the past sixty years have recorded a steady decline in female happiness. The reality is that the Sexual Revolution has been a disaster for women and children, exposing them to ever-greater social and economic insecurity and unrelenting loneliness. More than sixty million abortions in the US since 1973 are a gruesome reminder of the horrifying tragedy visited upon women and children in the Western democracies under the influence of the Sexual Revolution. And, of course, the debilitating loneliness sooner of later catches up with the men involved.

Proponents of the permissive society misguidedly argue that lust and promiscuity are natural urges, but while they might be natural urges in animals, they can be naturally directed by rational animals. The power of reason enables human beings to know what is good for us and what is bad for us, so what is natural in us is the ability of the intellect to control the chaos of our carnal desires.

Most people associate the Sexual Revolution with a predictable loosening of moral standards that accompanied the decline of Christian belief in the 20th century, but the full story is somewhat more disturbing. If we are sincere in seeking an end to the endemic social dysfunction assailing the Western democracies, we will take account of this story, which is very well documented.

At a time when women are being subjected to absurd and wholly unwarranted threats to their dignity, comfort, and safety, the establishment’s response to a growing number of men embracing a measure of sexual restraint is curious to say the least. The men are accused of fascist tendencies. In an illuminating article, Was the sexual revolution a government psy-op?, philosopher Matthew Crawford retraces the genealogy of the Left’s association of sexual self-regulation with fascism. It is a tale of cynical social engineering that started long before the “sexual liberation” of the ‘60s.

Far from being a simple organic cultural development, the Sexual Revolution was the design of psychotherapists who emerged from the cataclysm of World War II with the aim of pre-empting a flowering of fascism in the US. Government complicity in this program is a documented fact. The movement started in the early1930s when the psychoanalyst Wilhelm Reich split with Freud, and, calling himself a Freudo-Marxist, set about using psychoanalysis for revolutionary purposes. Society was not merely unjust, but also mentally ill as a result of the superego, that “sham social surface”, repressing natural instincts (read sexual desires) that the psychoanalysts considered wholesome and morally unproblematic.

Reich and other intellectuals saw fascism as a consequence of bourgeois society and sexual repression and called for the destruction of the family and fatherhood, as well as authority and morality itself. The end of the war provided the opportunity. In 1946, President Truman declared a mental health crisis in the US, indicating that the way Western governments viewed democracy and the people they governed was somewhat less than charitable.

A study commissioned by the War Department to investigate psychiatric disorders in returning soldiers was conducted by emigre psychoanalysts from central Europe who focussed on repressed anger and sexuality in family life instead of the traumatic wartime experiences. They concluded that small-town America was a breeding ground for fascist attitudes, and their remedy was to “change the inner structure of the human being” to make people docile supporters of a particular political order. The National Mental Health Act of 1946 deployed hundreds of psychiatrists across the US in “Psychological Guidance Centres” to reshape the way people thought and behaved.

In 1948 Alfred Kinsey published the first of his now-discredited reports on sexual practices in the US, and his bogus science claimed to link the “authoritarian personality” to people who adhered to traditional sexual morality. Kinsey saw his work as furthering the “mass psychotherapeutic function” of eradicating the sense of shame in society. The manipulation of the moral judgment of ordinary people by psychology, which had been going on since the beginning of the century was set to shift into a higher gear with Playboy and Lady Chatterley just around the corner.

Crawford’s discourse echoes a shorter article by Italian academic, Carlo Lancellotti, who has provided excellent English translations of the works of Italian philosopher, Augusto Del Noce, an early critic of the Sexual Revolution. Del Noce analysed Freudo-Marxism and the cultural links between political progressivism and the Sexual Revolution. He pointed out that both regarded human reason as incapable of attaining metaphysical truths, a stance typical of the self-refuting scientistic mindset that views empirical science as the sole source of truth. The facile reduction of reason to science is of a piece with reducing freedom to the satisfaction of desires, and such a mindset naturally regards politics as the means to eradicate not only “repression”, but virtue and tradition as well. Del Noce stressed that scientism is inherently totalitarian, seeking to silence all other forms of knowledge.

Lancellotti sees Del Noce as original in studying the sexual revolution as a philosophical phenomenon that reflected a new worldview and not just new social circumstances. And he is convinced that, “…a failure to fully grasp this worldview is the reason why today many intelligent people seem genuinely surprised that movements putatively seeking tolerance for marginalized minorities should be so intolerant of dissent.”

Crawford’s essay also tallies with a well-researched three-part essay by Professor Patrick Deneen, “The Crisis of Democracy”, inspired by a 1973 book by Edward A. Purcell Jr. entitled: The Crisis of Democratic Theory: Scientific Naturalism and the Problem of Value. Purcell traced the history of the social sciences – psychology, sociology, politics, economics, and anthropology – that have today become the blindly followed authorities on the human condition. The tragic irony is, of course, that the allegedly indisputable claims of those disciplines are undergirded by hidden metaphysical assumptions that are suspect to say the least.

Deneen shows that the social sciences in the early 20th century boldly set about dismantling “democracy” in the name of efficiency and expertise. Leading social scientists confidently, but unscientifically claimed to identify cognitive and moral inequalities in different ethnic groups, and their bogus “scientific naturalism” gave encouragement to class, race, and sex discrimination. Many Western intellectuals at the time flirted with totalitarianism, either Marxist, Nazi, or Fascist.

Opposed to “scientific naturalism” were proponents of the classical natural law tradition, significantly including many Catholic intellectuals, who affirmed the equal dignity of all human beings, objective moral standards regardless of culture, and democratic societies committed to the Common Good.

After World War II, when social scientists found their flirtation with totalitarianism an embarrassment because of gas chambers, gulags, and other barbarous violations of human dignity, they deflected attention from their inhumanity by switching the narrative. They loudly proclaimed that the totalitarian mindset was linked to a belief in objective morality, traditional family virtues, and sexual restraint, all of which were labelled as impediments to the self-fulfilment of the individual. So the social engineers disguised themselves as defenders of democracy and accused the real defenders of human dignity of totalitarian repression. And great swathes of Westerners, seduced by the Sexual Revolution, have unthinkingly bought the lie. The loneliness pandemic currently exploited by an oligarchic establishment is the result.

It is dismaying for people in a civilisation built on the foundation of reason, who naturally take it for granted that dissent, dialogue, and disagreement are healthy and necessary to civil society, to be confronted by angry zealots who present themselves as defenders of absolute human rights that may not be called into question. The radicals smear opponents as bigots and haters and stop at nothing to silence their dissent.

Acceptance of the insidious philosophical fraud of the Sexual Revolution means most people do not want to address the root cause of the culture of loneliness. They simply assume that since “science” insists that humanity can achieve “happiness” by eliminating all forms of “repression,” religion and traditional ethical standards must not be permitted to stand in the way.

When our appetites are not controlled by our rational minds, they enslave us, sex being the most tyrannical of all. And with individuals rejecting moral restraints, egalitarian societies slide into Hobbes’ “war of everyone against everyone”, which opens the door to the abuse of power. Tyranny and sexual profligacy go hand in hand, and the egalitarian attitude typically ushers in totalitarianism.

Some two decades ago, I recall reading about a woman who was deeply saddened by the Bill Clinton/Monica Lewinsky scandal and then discovered that her own husband was having an affair. Her psychotherapist counselled her to accept the break-up of her marriage, and her pastor echoed the advice. In the space of a week, she lost her husband, her president, her psychotherapist, and her pastor, and was consigned to the ranks of the socially isolated. The story is emblematic of a society engineered to self-destruct.

What is a leader to do? Leadership means service, not status. It is about promoting the common good and not self-aggrandisement, in the home, school, workplace, or community. That demands honesty, trust, faithfulness, compassion, forgiveness, and a natural sense of obligation to others, all of which entail the eradication of sexual profligacy as the first step to restoring healthy culture, relationships, and community, the criteria by which leadership is measured.

A big ask? Of course, it is, but as Solzhenitsyn told us, “Let the lie come into the world, but not through me.” And it is the lie that unleashed the deluge of lust, and the desolation of loneliness that followed. Tragically, many people in positions of leadership will dismiss the call to action as too idealistic, too difficult, or simply contrary to their own concupiscence. Yet many others are increasingly aghast at the ugly absurdities defiling contemporary Western society, and new leaders are emerging far more rapidly than the complicit mainstream media would have us know.

The Latin phrase “divide et impera”, divide and rule, expresses a political ruse as old as civilisation itself. So where a leader unites and inspires for the common good, a misleader divides and rules for self-interest. The lonely society serves the misleaders. Solzhenitsyn saw it: “People have learned from their own misfortunes that revolutions demolish the organic structures of society, disrupt the natural flow of life, destroy the best elements of the population, and give free rein to the worst.”

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For many people, writing books is a fun pastime, a hobby, and a way to break away from the reality of everyday life. For others, it’s a way to make money and become successful. Making money from writing books isn’t always straightforward; even the most successful authors have struggled. However, you might be able to improve your chances of success by taking note of the following tips.

Take Any Opportunity to WriteYou perfect a craft by practicing it, so take any opportunity to write. Even if you’re only just learning how to be a fiction writer, don’t be afraid to put pen to paper and write as much as you can to refine your skills. The more you write, the more confident you’ll get in your abilities, and the easier you might find it to send your work to publishers and potentially receive a book deal you have your heart set on.

Write For Your MarketWriting a book with themes that no one has ever seen can be tempting. While it’s true that such books can be successful, it might not be the right direction to head in when you’re trying to make money from your creations.

Instead, write for your target market. Research the books that people of a particular age group or gender are reading and try to appeal to them with the perfect product. You might then improve your chances of piquing their curiosity and selling more books.

Use Genre TropesA genre trope describes a storytelling genre. Think forbidden romance, unlikely couples, and murder mysteries. When you write within a specific trope, you might stand a better chance of appealing to particular readers who actively seek out books of that nature.

For example, if you write a book about a forbidden romance, you might improve your chances of catching the attention of readers who tend to select forbidden romance-themed books. Once they’ve read your first book, they might remember your name for future book purchases.

Don’t Stop At OneThere have been plenty of one-hit-wonder authors, such as Emily Bronte with Wuthering Heights and Margaret Mitchell’s Gone with the Wind. However, the more books you write, the more momentum you can build, and the better your chances might be of building up a following.

When readers enjoy a book, they often seek other titles by the same author. Keep writing to ensure they’re able to find them and build up their collection. In the meantime, you stand a chance of making a profit on your creations.

Self-PublishAs tempting as it can be to sign with a popular book publishing agency, you might reconsider it if your goal is to start making money quickly. While many authors have turned large profits through publishing companies, many of them keep a considerable amount of the profits to cover their costs. If you decide to self-publish, you’ll need to take care of all book publishing-related costs but will retain most of your earnings.

Not all book authors will make money when they publish their books, but that doesn’t mean you won’t be one of the authors that do. Remember these tips while writing your books, and you might set yourself on a trajectory for success.

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Career development appears at the top of many lists. Unfortunately, they tend to be lists focused on what employees desperately want but are not getting from managers.As for managers, most appreciate the value of career development and really wish they could do it more frequently and more effectively. But let’s face it: A manager’s day-to-day reality is a kaleidoscopic blur of meetings, responsibilities, and shifting priorities. Helping employees to develop and grow is one of many activities that is continually pushed out in time to that elusive “someday” that too rarely comes.

How can managers get past this conundrum? How can they make career development happen within the pressure-cooker reality that is business today? The answer is definitely not new systems, checklists, processes or forms. Those have actually contributed to the problem.

Instead, the answer lies in a new mindset — a different way of thinking about what career development is — and a few key behaviors.

Transfer OwnershipManagers don’t own their employees’ careers. Employees do. All that managers can (and should) feel accountable for is guiding, encouraging, collaborating on, and supporting the effort. When a manager really internalizes this reality, it can produce a powerful energetic shift. The weight of responsibility lifts, allowing managers to approach this task with greater energy and creativity than when it was another of their many “duties.” This transfer also ensures that employees have some skin in the game. Personal ownership enhances their engagement, interest, commitment, and results.

Cultivate CuriosityWhen ownership of development is transferred to the employee, career conversations suddenly become much easier and less stressful for managers. Managers don’t need to have all the answers. But they must be ready to pose the right questions. Questions are the most powerful tool managers have to support career development. And cultivating a genuine sense of curiosity and interest in others and their goals sets the tone for the most productive conversations possible.

Iterate the IDPMany organizations have formal individual development planning processes, during which managers engage in a lengthy annual analysis and career discussions with each employee. For the manager, it’s a huge time sink, and for the employee, it’s frequently like drinking from a fire hose. So, break it up. Do a little bit each month — or better yet, each week. These smaller, iterative chunks better accommodate the cadence of business. Perhaps more importantly, they better accommodate how development really occurs: little by little over time.

Engineer ExperiencesMany managers avoid career development conversations because they believe that to make employees happy, the goal of such conversations is to provide ideas about how to move up or around in the organization. That’s simply not part of today’s de-layered, leaner approach to business. So how then does development occur? Through experiences that leverage talents and build the skills that employees need. It might be leading a team, analyzing data, or getting to know new customers. Jointly arriving at development experiences is smart business because while the employee is developing, important work gets done simultaneously.

Seize Coachable MomentsCareer development opportunities occur countless times each day, but only when managers are sensitive to the cues around them and are willing to seize coachable moments. When an employee shares a new interest, is starting a project, has just come back from training, or has experienced a setback — all of these are career development cues. A 1-3 minute conversation in the flow of the work that needs to be done can help employees reflect, analyze, consider, and plan their career development. There’s no need to wait for some big career meeting (that likely won’t occur anyway).

Managers who consistently engage in career development that employees appreciate don’t have more time than others. They have a mindset that allows them to deploy the little time they have toward efficient high-value conversations that drive employee ownership, reflection, motivation, and action.

In fact, it’s the busiest managers who realize they don’t have the time not to develop those around them.

This article originally appeared at SmartBrief.

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Being a consistent sponsor or guest on traditional, mainstream, or Web TV to reach and engage with audiences that equate to your ideal customers may seem like a low-priority expense today when compared to advertising, marketing, and promotion via Facebook ads, Instagram posts, TikTok videos, and Social Media Trends. But when it’s done right, TV can provide immense benefits—helping your business engage, inform, and entertain.

Brilliant ValueWhatever your marketing budget, TV sponsorship/advertising and guest appearances give you three bags full. Did you know that TV is almost half the average price per 30 seconds of YouTube? And 17 times cheaper than other online video advertising? These other forms of video cost advertisers more because of their cost-per-start trading model and the ease with which users can avoid the ads.

And this is before you consider all the other environmental and quality factors that distinguish TV – its high ad completion rates, full-screen viewing, high-quality and brand-safe content, the fact that it is watched so much with other people, all of which influence what matters most: effectiveness.

Makes You KNOWNTraditional, mainstream, or Web TV turns brands into household names, making you shine in the spotlight and twinkle like a big star. Why is this important? Because being KNOWN is important in advertising. Marketing effectiveness researchers Les Binet and Peter Field have repeatedly shown that campaigns with notoriety at the core of their strategy are easily the most effective at creating large business effects like sales and profit. In fact, they are 50% more likely to create these effects.

TV’s scale and reach are unbeatable. You can’t become KNOWN if no one has heard of you. And brands on TV are making a very public promise, which, as Ogilvy chair Rory Sutherland points out, is powerful in itself: “Public promises carry more weight,” he says, “hence why the words ‘as seen on TV’ are more convincing than ‘as seen on a post on Facebook’.”

The fact that both traditional, mainstream, and online TV is a shared experience also contributes to its BE KNOWN-making power. Viewing TV and its advertisements creates opportunities for personal recommendations, generates conversation, increases memory, and intensifies emotions. Everything you want associated with your brand and business to stay top-of-mind in your customer’s minds.

Signals SuccessIn all forms of publicity, promotion, and advertising, it’s not just what you say that counts, it’s where and how you say it. In all its forms, TV is proven to be heads, shoulders, knees, and toes above others at driving the strongest fitness, social, popularity and success signals, and to outperform other media at suggesting brand quality, self-confidence, and strength.

The Lowest RiskEvery business and brand worries about the economy. They want visibility & exposure, and reassurance that their media/marketing dollars will deliver results. During the best of times, rolling the dice might be an option. In these times, we choose the safest bets possible on our investments.

While this is difficult to predict and even guarantee, recent research by Gain Theory, MediaCom, Wavemaker, and Mindshare found that the variability of returns differs significantly across different forms of promotion.

On & offline TV emerges as the safest bet: broadcaster video-on-demand (BVOD) is the least risky of all video channels, delivering just 20% of variance compared with the median return, followed by linear TV with a variability of 24%.

It’s for EveryoneButchers, bakers, candlestick makers…TV’s reach is extended to everyone: every sponsor/advertiser, every interviewee/guest, every marketing budget, every audience.

In 2022, linear TV and BVOD combined reached 90.3% of the adult population each week. BVOD, in particular, is vital to younger audiences, accounting for 26% of their broadcaster viewing (more than double that of the average viewer).

More and more brands are turning to traditional, mainstream, and online TV to share their messages and reach their ideal customers.

Nielsen Ad Intel reports that, in 2022, 1,286 advertisers used TV for the first time, or returned after five or more years away. This followed 1,243 new sponsors/advertisers in 2021.

Between 2015-2019, the yearly average was significantly lower at 841. This dramatic recent increase (up 50%) demonstrates the increasing appeal of TV to businesses of all shapes and sizes.

It’s also important to note that these aren’t just huge businesses with huge budgets. In 2021, 31% of TV’s sponsors/advertisers spent under $50,000 on TV, and 54% spent below $250,000. Only 29% of all TV advertisers spent more than $1m and only 5% spent above $10m.

With its ability to reach vast audiences, its amazing value, its fame-making power, the opportunity to spread your message, the body language it gives brands and its reliability of return – traditional, mainstream, and online TV helps brands of all shapes and sizes reach the top of the line.

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Is AI as smart as it seems? Exploring the “brain” behind machine learning, neural networker Alona Fyshe delves into the language processing abilities of talkative tech (like the groundbreaking chatbot and internet obsession ChatGPT) and explains how different it is from your own brain — even though it can sound convincingly human.

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On the plane about to take off, I’m sitting in the exit row, and the flight attendant asked us, “Are you ready, willing, and qualified to assist in case of an emergency landing?” Hmmm, I thought. Qualified? I have never had to reload an entire plane because of an emergency landing before. How could I be qualified? This made me think of new managers, those who are promoted or ones hired who have no experience leading people. Yet, we think they are “qualified”! Is that fair? Shouldn’t we do something to prepare them?

People often believe that if they don’t feel capable, influential, or experienced enough to be leaders then they aren’t “qualified” for the job. However, this couldn’t be farther from the truth! Leadership is not only about technical skills and knowledge; it’s also about confidence, flexibility, and resilience. An article from CCL says “A good leader should have integrity, self-awareness, courage, respect, empathy, and gratitude.” Despite our own doubts and insecurities about leading others, there is no set mold for what makes someone qualified–each person has their own unique traits that make them a great leader.

Leadership TrainingLeadership training can have a profoundly positive impact on your ability to lead your organization, team, or project forward. If you feel stuck and unable to develop strategies that bring together both short-term and long-term objectives and shape cultures of mutual respect within your organization, leadership training can help. It offers opportunities to develop the skills to reflect critically upon all the decisions you make, understand and accept different perspectives, delegate effectively, and motivate your colleagues. With all these tools at hand that help you foster meaningful relationships with colleagues while driving results through dynamic decision-making, you’ll be well on your way toward becoming an influential and momentous leader. Leadership training is the perfect stepping stone for you if you’ve been looking for ways to step up in the type of leader you want to be.

Mentoring or ShadowingMentoring or shadowing is a great way to gain knowledge, increase your skill set and make valuable connections. A mentor can help you develop an understanding of the profession you have chosen by providing practical advice and guidance. Shadowing someone in a role that interests you is equally beneficial, allowing you to put the skills learned through self-teaching into practice. With both of these strategies, gaining insight into different approaches can be invaluable for your learning. Don’t forget that mentoring or shadowing requires commitment and dedication, and it can often take hard work and perseverance to receive the maximum results. However, with any effort comes a reward so take the plunge and reap the rewards!

Peer ReviewsBecoming a qualified leader is an important skill, and peer reviews are a great way to help the process. Providing and receiving thoughtful feedback can bring an understanding of strengths and development opportunities to aid any aspiring leader. Careful consideration of feedback from someone in the same field can be invaluable, as it comes from experience that may not be available outside of your peers. Peer reviews provide a platform for growth and development for anyone looking to build their leadership capabilities, which ultimately promotes self-confidence in workplace decisions.

Acknowledging and Celebrating Other People’s SuccessesAs a qualified leader, I understand how important it is to recognize and celebrate other people’s successes. Showing gratitude for the hard work of others not only maintains our relationships, but it’s also a great way to boost confidence and soften competition. Each time someone excels, I feel privileged to be around them and acknowledge their success. Through noticing great accomplishments throughout my circles and offering congratulations with warmth, I hope that others can experience the same inspiration and motivation as I do when witnessing successes.

ReflectionDeveloping leadership skills requires dedication and thoughtfulness. Qualified leaders are aware of their own strengths and weaknesses and how to leverage them for the benefit of their goals or environment. They take initiative and recognize the potential in others, while not forgetting to establish structure and guide their teams. All the methods discussed – rigorous training, mentoring or shadowing, peer reviews, and celebrating successes – can help build strong leadership skills that qualify you as a leader. Take stock of what’s comfortable for you – do you prefer a classroom setting? Or one-on-one meetings? Is public speaking natural for you? Knowing what works best for you is key to nurturing your capabilities. And at the end of it all, it’s important to reflect: What makes YOU a qualified leader? With careful investments into honing your leadership craft, continue to equip yourself with the knowledge and humility necessary to become an effective leader who moves people and brings out the best in them.

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In accounting, a balance sheet is the core of accounting. A balance sheet is a financial statement that reports a company’s assets, liabilities, and shareholder equity.

I find the same sheet applied to human relations. Two people in relations and a third party representing the shareholders’ equity replace the triad of assets, liabilities and shareholders’ equity.

This is consistent with the scientific fact that there is no strong relationship between two parties as it is stronger through a third one that couples the two parties. For example, a wife and husband their relationship strengthen usually by having a third party- the children in this case.

This is also in accordance with Heider’s Balanced Theory I psychology. This theory states that the reactions of each individual are framed within a triangle that Heider called the P-O-X model. The triad consists of

P = the person to analyze

O = other, or the comparison person

X = the third element for comparisons such as a third person, a physical object, an idea, or an event.

Human Relationship Is More Complex than a Balanced Sheet

Human relationship is more complex than those we encounter on a balance sheet. This is because one must have balanced relations with self to have one with others.

Let us go back to the wife-husband relationship. If the husband lacks self-balance of health, heat, and mind, would he be able to have one with his wife and his kids? The answer is no.

The imbalance in one person may cause an imbalance in other people. A recent crime serves as a good example. A husband wanted to remarry his divorcee. She refused. He lost self-balance and decided to take revenge. He knew of his divorcee’s love to their only son. He killed the son just to bleed her heart.

The imbalance in the life of one person can have a rippling effect beyond imagination.

There is no balance in the relationship between two people without being open to each other and keeping the communication line between them. If not, what starts as a small gap of difference allows this gap to grow. A gap is a weakness that allows the relationship to deteriorate and ends up in saddening acts. The story of the father who killed his son serves as an example.

Two people even though each might have self-balance shall not have a balanced relationship. To keep the balance there are conditions such as communicating with empathy, respecting boundaries, and balancing work-life.

The law of life is balance everywhere at all scales.

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Office politics, workplace politics, organizational politics – I call it high school. Nothing much has changed since the cliques of high school – although today’s clique categories are a bit different, they still include what you recall from your high school, just with different labels.

In high school, cliques are part of social development. In the office or your office, your job and your reputation can be at stake.

Yes, I know that many are now working their job from alternate spaces, however, this information is the same as if you were in an office. All workplaces are political because we are human beings who bring all our baggage, good and bad, into the workplace.

What does one do if you are either new to the game of large offices or still working in that environment?

Set clear boundaries.

Start by staying out of it. Whatever game you do not join, you do not have to play.

Be nice, at all times; be as nice as possible.

Be fair to all you speak to. When someone attempts to engage you in a Gossip Round, simple, non-committal replies are best.

Use lots of ‘Ohs?’ and ‘Ahs’! and ‘Unhuhs’. Really – no one will care and they will move on to the next person who will agree or disagree, therefore getting snagged into a revolt, big or small.

Don’t gossip about anyone in your office, building, or company. It may hurt you on the way up the ladder and send you spinning down quickly.

The best players have the same respect for the receptionists as they have for the CEO, VPs, and other C Suite categories. You never know who’s watching or listening or who is anxious to pass on your words to someone else. Don’t let anything you say bite you in the butt.

Establish your office ‘line in the sand’ and do not engage anyone who wants to play the game of gossip, bullying, or other not-so-nice means.

Be yourself at all times and enjoy yourself as much as possible while you contribute your skills – the ones they pay you for – to your company.

Just so you know, all this craziness can be shared using social media.

Be yourself, be kind, and stop playing games.

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If you’re not making mistakes, then you’re not doing anything. I’m positive that a doer makes mistakes.

~John Wooden

As an avid photographer (semi-professional) of many decades, I’ve come to learn a thing or two about mistakes. There’s nothing more satisfying than taking a good picture. Many factors come into play to make that happen, and oftentimes a little luck.

But on a typical photoshoot, it’s not uncommon to take 300-plus pictures in order to narrow down to 20 or 30 pictures that will pass muster for consideration in the final selection process.

Why do so many pictures not make the cut? In a word – mistakes. If the photoshoot was outdoor it could be lighting issues, eyes were closed, hair was a mess, the picture was not in focus, the composition wasn’t right, the 3-year-old quit cooperating, I hesitated too long on the shutter, and the list goes on.

Photography has been a rewarding passion for me over the years. But it’s also quite humbling. It humbles me when I step into the home of a family member or a friend and see their family portrait prominently placed and knowing I took it is humbling. Knowing the backstory of my countless mistakes in getting to that prominently placed picture is equally as humbling.

In leadership, as in photography, mistakes are bound to happen. Sometimes they are mistakes of our own creation while others are not. Either way, it’s part of a leader’s life.

My leadership mentor John Maxwell writes, “All leaders make mistakes. They are a part of life. Successful leaders recognize their errors, learn from them, and work to correct their faults.” And this is what separates successful leaders from the rest of the pack. Let’s look a little closer look.

All leaders make mistakesThis shouldn’t come as a surprise to anyone. Welcome to the human race. But in leadership, perhaps we need to ask what mistakes are we making. Are they the same ones over and over? If so, perhaps the lessons haven’t been learned. But that aside, as a leader, don’t be afraid to make mistakes. Making mistakes is a sign of progress and without making mistakes there will be no progress.

Successful leaders recognize their mistakes and learn from themThis is the distinguishing characteristic of a strong leader. Being able to recognize one’s mistakes is essential. This involves humility and being grounded in reality. Perhaps you were just tone-deaf at the moment and made a poor decision. You didn’t take advice or listen to others before making a critical decision. Perhaps you didn’t delegate a task when you should have and it created issues you otherwise could have avoided. Successful leaders recognize this.

Successful leaders work to correct their mistakesIn order to be successful in your leadership, acknowledge that you make mistakes and also pour yourself into learning from them and making the necessary corrections. This is your work and obligation as a leader.

As a leader, there will always be something to work on and improve, but as you stick with it, you’ll be well on your way to significant growth as a leader.

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I recently had the privilege of joining the University of South Wales at their 10th-year anniversary Coaching Conference where I was invited to share a keynote on how do we evolve as coaches and leaders and how do we help our clients evolve in their thinking.

In preparation for this speech, I reviewed my own and others’ lived experiences and discovered a recipe with a number of ingredients in how we might EVOLVE more intentionally. Firstly let’s check in with our mutual understanding of the verb evolve. The dictionary defines it as to develop gradually, or to cause something or someone to develop gradually.

It seems to me that as a coach or leader, you are a catalyst for your clients and team members to gradually grow and develop both personally and professionally. Equally, there are times when your client or team member may experience a transformation through your coaching conversations having a significant impact in their personal and professional lives.

I believe as coaches and leaders we have a profound responsibility and privilege in our roles because of the impact we have on the lives of others – the way they think, feel, and act. This may sound daunting. This may sound exciting. Coaching conversations expand from the tender to the challenging, each one of them having an impact on the life of another. And so how do we evolve as coaches and leaders more intentionally?

Below I share the ingredients by way of an acronym in the form of a question which I’d love to engage with you on:

● Who do you ENGAGE on your journey?
● What VALUES do you want to upgrade?
● What enables you to be OPEN-MINDED?
● What is the purpose of your LISTENING?
● What VARIETY of experiences do you create?
● What takes you and others to the unexplored EDGE of their thinking?

Who do you engage on your journey?I realised that my own journey became clear once I looked back and joined the dots. I enjoyed a career serving people in the corporate environment from secretary to HR director spanning 16 years. Later I was encouraged by Gladena McMahon an inspiring and dedicated coach, to consider and retrain as a coach based upon my observations and the impact of conversations I was having with individuals as they navigated the many organisational restructures we witnessed in the early 2000s. I was curious to learn more.

Coaching was not so well known in the corporate setting at that time. I had studied NLP with the superb Ian McDermott and Jan Elfine and became more interested on the impact of language and emotions in our lives and so began my coach training in this field. A few years later I pursued a post-grad diploma in psychological coaching deepening my understanding yet further on what it means to be human under the wise stewardship of Stephen Palmer, Gladena, and colleagues at the Centre for Coaching.

Twelve years ago I discovered the Thinking Environment and the work of Nancy Kline. This experience transformed my life. As a mum, daughter, sister, friend, and my coaching practice. I discovered a different level of listening and how to help others think as and for themselves rather than conforming to what others wanted them to think or being fearful of reprimand when they did share their thoughts.

As I looked back, I saw what each part of the journey had taught me. I also acknowledge that I was not alone, at each stage I had been inspired, encouraged, and stretched by my coach supervisors Georgina Woudstra and Anne Hathaway, teachers and leadership mentors Bob Chapman and Anthony Howard in my leadership and coaching evolution.

Supporting our coaching clients is to invite them to consider who do they engage in their life, in their relationships, in their work in support of their personal vision. We evolve as we ENGAGE with others to help us become who we are meant to become.

What values are driving your decisions?Reflecting on your own coaching and leadership journey is in itself a useful process in how you have evolved. Specifically, at the start of your journey, what values underpinned your decisions and behaviours? Pursuing a career as a coach requires much learning, commitment, and excellence most definitely if you want to pursue an accreditation.

These were indeed my own values when I began my coach training. As I grew in experience and skills I continued to revisit my values and upgrade them. Today the values that drive my decisions are those of nurturing, gratitude, personal growth, and goodness. I decided to upgrade my values in service of my ongoing vision where I imagine a world where we listen first enabling others to step up and into who they are meant to be.

Nelson Mandela, an exceptional leader was someone who upgraded his values as he evolved. He had a vision to bring about a rainbow nation. In his early years, he was very different to who he became after 27 years in prison. Prior to his incarceration, he described himself as an angry and rebellious man fighting injustice. He left honouring the values of humility, wisdom, reconciliation, and forgiveness.

As I have said, the first thing is to be honest with yourself. You can never have an impact on society if you have not changed yourself.

– Nelson Mandela

Supporting our coaching clients and team members is to invite them to revisit and upgrade their values as they consider who they wish to become. We evolve as we upgrade our VALUES revealing our lived experience and what is important now in service of our personal vision.

What enables you to be open-minded?Over the past year, I have asked a number of audiences to describe how they would characterise our current reality. The same words emerge each time; unpredictable, changing, unknowing, chaotic, possibility, urgent, confused, anxious. Given our reality, how do we as coaches, leaders and human beings evolve to thrive not simply survive in the context we find ourselves in today? I propose we need to be open-minded so that we can continue to adapt, be flexible, think as and for ourselves, be willing to change, and to keep learning.

Kendra Cherry, in her article How to be More Open-Minded, describes open-mindedness as being non-prejudiced, tolerant, and being willing to see another’s perspective. Being open-minded helps us to gain insight, have new experiences, achieve personal growth, become mentally strong, feel more optimistic, and learn new things – all of which help us navigate the complex reality we face today. Cherry goes on to say we benefit from being open-minded as it helps us learn new things, grow as a person, and become more optimistic and resilient in the face of life’s challenges.

Supporting our clients and team members is to role model our own open-mindedness, celebrating what’s right with the world and encouraging different perspectives. We evolve when we choose to be OPEN-MINDED to what is possible.

Being open-minded also requires us to deepen our capacity to listen.

What is the purpose of your listening?In my work, I have discovered 5 levels of listening, each of them having a purpose.

• Self-listening – pausing, being present with yourself, and reflecting: What is working well? What am I assuming that is holding me back? How do I feel? What thought is behind that feeling? What do I want to change? And then listening to your answers with compassion rather than in combat to help develop a greater self-awareness. We need to get good at listening to ourself so we can listen well to others.
• Pretend listening – your mind is elsewhere being caught up in your thoughts and feelings and your eyes are wandering and glazed. Your attention is no longer on the person speaking.
• Factual – listening for information and the facts which will help to discern a course of action, make a decision, and clarifying our understanding of what we have heard.
• Empathetic – listening to the non-verbal cues, emotions, and feelings of another and acknowledging what you have heard and seen so that the other feels seen, heard, and understood.
• Generative – listening to free and ignite the mind rather than direct it for another to be their best self. Holding a safe space free from interruption and judgement that says ‘you matter’.

In one conversation, we may be in any one or all of these levels of listening. As we deepen our listening skills and experience, we are able to adjust to the situation and person to whom we are listening, therefore deepening our connection, enhancing our communication, and releasing the human potential in front of us.

When we speak, we say what we already know, but when we listen, we may learn something new.

– Dalai Lama

We evolve when we LISTEN generatively to ourselves and others, fostering the finest independent thinking honouring our own and others’ dignity.

What variety of experiences do you create?The pandemic created new experiences and opportunities for many. I wonder what you experienced in your coaching and leadership practices and how they expanded in ways you had not imagined before the pandemic. Perhaps you began working with clients outside of your region or specific area. For example, many coaches gave up their time and shared their skills with the NHS, for the first time, during the pandemic. New programmes were commissioned in serving those who took care of those with Covid.

Technology enabled us to connect globally. We witnessed a level of acceptance for a new way of being and working with each other. My hunch is that you used your coaching and leadership skills and experience beyond your everyday practice in your community, at the school gates, and with your own family.

Supporting our clients to evolve in their thinking is to invite them to consider a variety of experiences in their work and life. We evolve when we create a VARIETY of experiences, new experiments, possibilities, and opportunities.

It takes courage to create and step into these new experiences, just as it does to go to the unexplored edge of our thinking. The last ingredient in our recipe.

What takes us to the unexplored Edge of our Thinking?Being a Thinking Environment coach, facilitator and teacher is a privileged role to uphold because the nature of this work reveals having a deep impact on the lives of others. The decision to be a Thinking Environment for others is a way of being. It is to embody The Ten Components of a Thinking Environment and it is in this embodiment that we are able to take our clients to the unexplored edge of their thinking.

When we give our attention free from interruption and judgement, holding a deep respect for others in their thinking and where they go next, they think well as and for themselves, often uninhibited. When we create an equality between us, they think better due to the absence of hierarchy. When we ourselves are at ease in our listening free from rush and urgency, they think with greater clarity. When we appreciate the goodness, and the character qualities we witness in them, they think with even more imagination. When we encourage them to think and feel more, freeing them from the internal competition in their own mind, they are filled with the courage to go further than they imagined in their thinking.

When we welcome the release of feelings honouring their humanity, they will think and feel more deeply than if we simply stepped over their feelings and closed the space down. When we prioritise their lived experience and celebrate their difference rather than wanting them to think and be just like us, they will know and feel that they matter for who they are not just what they do. When we, as the listener, absorb all the facts and provide information when asked in service of the thinker, they will continue to think well for themselves.

When we ask incisive questions to remove untrue limiting assumptions and replace them with those that are liberating and true, breakthrough ideas emerge, new ways of behaviour are revealed and the dignity of the human mind and soul is revealed right in front of our eyes, the listener’s eyes. When we create a place that says ‘you matter’ both in the physical environment that is free from distraction and also our own – the listener’s body and face – they will think with greater ease and confidence. Being a Thinking Environment coach, facilitator and teacher is a privileged role to uphold.

The most valuable thing we can offer each other is the framework in which to think for ourselves.

– Nancy Kline

Generating a space for another to think as and for themselves is still radical. It is radical not because it is difficult but because it is rare. Today, there continues to be much societal and organisational pressure to think and feel that we need to think and be like others in order to fit in, feel like we belong, or conform to be accepted. Whereas in reality, it is the very nature of our capacity to think independently well for ourselves that our teams, organisations and communities benefit from. It is our unique perspective that when given the chance to contribute our own thoughts and ideas brings creativity and difference in resolving a situation, a challenge, a problem or taking forward an opportunity for the good of all.

I acknowledge the courage every one of my clients demonstrates in our coaching conversations. Because it takes courage to go to the unexplored edge of our thinking and it is at this edge that we grow and develop. And it’s worth it.

We support our clients and team members to go the unexplored EDGE of their thinking by choosing to embody the ten components of a Thinking Environment. We evolve when we engage in our finest independent thinking for the good of all.

We delight in the beauty of the butterfly but rarely admit the changes it has gone through to achieve that beauty.

– Maya Angelou

I celebrate you in your own journey of evolving in who you have become and who you go on to become.

Thank you for listening!

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Have you ever wondered how people perceive the term “woke”? Guy Kawasaki conducted a LinkedIn poll asking just that. He wanted to know whether people view the term as positive or negative [negative won in his poll]. Kawasaki shared a national survey that showed most Americans view “woke” positively, which is encouraging.

After reflecting on Kawasaki’s poll and considering the current climate of weaponizing language, I found myself pausing to contemplate the implications of these issues. The word is heavily debated, particularly in the political sphere. Even the article Kawasaki referenced in his poll mentions multiple polls that suggest a divide over the term. I wanted to delve deeper into the meaning of “woke” and the weaponization of words in general.

NOTE: I’m not interested in starting a political discussion. Blue, red, left, right, them, us, they … we all have opinions. This article is simply about the impact of the weaponization of words.

I believe, I hope, we can still engage in productive conversations about complex issues without resorting to name-calling, or disrespectful and hostile language.

This returns us to my opening question, have you ever wondered how people perceive the term “woke”?

It’s essential that we recognize the impact of language and the weaponization of words.Using language to belittle or dismiss others creates a sense of isolation and exclusion, leading to a breakdown in constructive dialogue. In contrast, by using language that promotes empathy, understanding, and mutual respect, we can create a culture of communication that encourages progress toward social justice and greater unity.

When we use the term “woke,” it typically refers to being Informed, Educated, and Aware of social inequities. Unfortunately, the word has been weaponized to mock or belittle those committed to social justice or dismiss their concerns as unimportant or misguided. Unfortunately, this kind of word weaponization is not unique and is more prevalent and divisive than ever.

Using language as a weapon does not serve any constructive purpose. Instead, it contributes to the toxic culture of division and polarization that plagues our society. Recognizing that word weaponization has a lasting impact on future generations is critical. Children are particularly vulnerable to the harmful effects of divisive language and rhetoric.

In a study published in the Journal of Social Issues in 2017, researchers found that exposure to divisive language can significantly impact children’s psychological well-being. The study involved a group of 8-12-year-old children who were asked to listen to a short audio clip containing either neutral or divisive language. The children exposed to divisive language showed higher anxiety levels and a decreased sense of social belonging compared to those who heard neutral language. The study highlights the importance of monitoring the language used around children and its potential impact on their mental health.

There are plenty of studies that support this theory; here are four more:

1. “The Power of Words: How Words Impact Children’s Development” by Dr. Erika Burrows and Dr. Rachel Barr (2019) – Examined the impact of language on children’s social and emotional development, including the effects of word weaponization.
2. “The Weaponization of Language: How Verbal Aggression Affects Children’s Well-Being” by Dr. Angela M. Fournier and Dr. Barbara L. Fredrickson (2020) – Examined the impact of verbal aggression on children’s psychological well-being.
3. “Media Exposure and Children’s Language Development: The Role of Word Weaponization” by Dr. Marie-Pierre Gosselin and Dr. Sandra Mathison (2017) – This study examined the impact of media exposure on children’s language development, focusing on the use of word weaponization in media content. The researchers found that exposure to word weaponization in media content can negatively affect children’s language skills and social-emotional development.
4. “Family Dynamics and Children’s Language Development: The Impact of Word Weaponization” by Dr. Rachel Knight and Dr. Beth Kurtz-Costes (2018) – This study found that exposure to word weaponization in family interactions can adversely affect children’s language skills and emotional well-being.

These studies highlight the need for us to be aware of the potential harm that word weaponization causes children and to promote positive language use and healthy communication in various settings.

As a just society, we are responsible for creating a positive and constructive communication culture for our children and future generations. We must be mindful of our language and its impact on others, especially our youth. It means engaging in respectful and productive conversations, even when we disagree. And it means modeling behavior that promotes empathy, understanding, and mutual respect.

For example, by simply twisting the meaning of “woke,” those seeking to undermine progress toward social justice attempt to sow confusion and create a false narrative. Shouldn’t we work towards a more informed and unbiased public discourse using language accurately and responsibly? If for no other reason than for our children’s well-being.

The weaponization of language is a pervasive problem in our society. It leads to division, misunderstanding, and a lack of progress toward social justice. However, we can all play a role in creating a more positive and constructive communication culture. We can work toward a more informed and unbiased public discourse by being mindful of our language and its impact on others. We can commit to using language to promote understanding rather than division. Doing so can create a more positive and constructive communication culture for everyone. Our children and future generations depend on it.

So, what can you do to help? It starts with committing to using language to promote understanding and mutual respect, even when we disagree.

Second, listening to others and actively trying to understand their perspectives.

Third, it means engaging in productive conversations that help build bridges rather than walls.

Let’s do our part daily to promote empathy, understanding, and mutual respect. Doing so can create a more just and inclusive society for ourselves and future generations.

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Shipping containers’ primary function is transporting goods safely across different places. Aside from keeping cargo safe from harsh conditions, they also offer various uses due to their durability and structural strength. Some use shipping containers for storage and construction.

Buying shipping containers can take time and effort. In most cases, inspecting their conditions will require visiting various locations, including container depots, port facilities, and sometimes storage facilities. You can also purchase one online from a reliable supplier. However, there are crucial factors to consider when shopping for one to ensure quality and safety.

Here are key features to look for when buying shipping containers:

• Structural Integrity

Shipping containers have unmatched strength due to their material and structure. These are made with corrosion-resistant steel, which allows them to withstand harsh conditions when crossing the ocean. The corrugation also gives them enough robustness, making them ideal for stacking up to eight containers.

Although shipping containers are generally structurally sound, they may also degrade over time. As you buy shipping containers, look for a supplier that guarantees structural integrity. Containers in excellent condition have undergone inspections to ensure their strength and may have been used for cargo transport multiple times.

Ensuring structural integrity is crucial if you’re using shipping containers for home construction. If you plan to live in it, prioritizing safety is imperative.

It is also essential to check for any leaks, damage, or repairs that may affect the container’s structural integrity or watertightness.

• Minimal Wear And Tear

Buying used shipping containers is more practical than a brand new one. Aside from the lower prices, it promotes sustainability by reusing and repurposing them. As a result, you reduce the number of containers sitting in junkyards. However, purchasing used shipping containers requires rigid inspection.

When buying a used shipping container, go for one with minimal wear and tear. One or two-time-use containers are typically in the best condition for storage and construction business. On the other hand, those used for around five to ten years may show signs of degradation, like rust and dents.

Minimal rusting is expected even on high-grade shipping containers. However, it doesn’t always mean the container is past its prime. In most cases, rust is only on the surface and doesn’t affect the strength of the container.

• Wind And Watertight

Shipping containers are wind and watertight, which are requirements for protecting cargo from extreme weather conditions and saltwater. However, frequent exposure to harsh elements may affect their overall durability.

When buying shipping containers, always prioritize wind and waterproofing. Protection against changing weather conditions is always imperative whether you use it for storage, home, office, or a commercial structure.

• Right Size

Buying shipping containers requires specifying the size you need. Containers usually come in four different lengths, mainly a 10-footer, 20-footer, 40-footer, and 45-footer, and eight-foot in width. However, the most common ones are 20ft and 40ft.

• Twenty-Foot: Shipping containers in this size are perfect for building homes, offices, and storage facilities. You can stack them to provide more space.
• Forty-Foot: This size is the most common for home construction. Due to its larger floor area, it provides more space to work around.
• Standard: Standard shipping containers have an interior height of 8 feet and 6 inches. It provides an excellent storage solution.
• High-Cube: High-cube containers are 9 feet and 6 inches in height. This size is ideal for home construction since there’s added space for insulation and ceiling installation without looking claustrophobic.

Determining how much space you need helps you find the perfect size of shipping container for your intended use.

• Best Type

Shipping containers have different configurations to suit different needs. When shopping, knowing your options is best to evaluate which fits your purpose.

• Dry Storage: Dry storage containers are the most common type used in construction. In its past life, it transported only dry goods.
• Reefer: These refrigerated containers are perfect storage for delicate items requiring a controlled temperature and humidity.
• Open Side: This shipping container type has a bi-fold door on the longer side, which allows easy access. It’s best for moving trucks and pop-up stores.

The choice of the best type of container depends on its intended use.

• Fair Price

Shipping container prices vary depending on your location. In the US, you can buy a 20-foot shipping container in premium condition for around USD$ 1,500 to USD$ 3,500 and USD$ 2,500 to USD$ 4,500 for a 40-footer. If you’re only using it for temporary storage, you can get one with slight signs of wear and tear but for a lower price

Tips For Buying A Shipping Container

Buying a shipping container can be stressful. Here are easy tips to help you out:

• Specify The Purpose: Before purchasing a shipping container, specify your purpose. Its intended use determines which size, type, and condition is best.
• Determine The Previous Use: Looking at the history of a shipping container is crucial for your safety. The supplier must disclose the types of goods transported and avoid ones with potential chemical leaks.
• Find The Right Supplier: The key to buying the best shipping container is to find a reliable supplier. They can help you with inspections and transportation to lessen the hassles.

Conclusion

Determining the factors to consider when buying shipping containers can help save time and energy. After specifying your needs, start looking for a trusted supplier to start your project.

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With all of the world’s layoffs, economic uncertainty, and technological innovation in artificial intelligence, it’s a complex business environment out there. How should you prepare for the jobs of the future? See more in the visual deep dive below:

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I’m a big fan of TV drama and have been for a long time. Good dramas have long since replaced movies from where I sit because most movies are aimed at getting 18-35-year-old butts in seats and from my perspective, mostly suck.

Good TV dramas on the other hand allow for much bigger storylines and character arcs. You get to care for the characters, you get to root for them and appreciate them because there’s enough time for them to reveal their whole selves to you. And writing is usually good enough to bring real humanity to the whole effort.

Engagement 101In social media, everybody talks about engagement. These people should watch a little more good TV to really see how that is done. You don’t engage people just by telling them stuff, even if it’s stuff that they haven’t heard before. You engage them by working your true self into everything you do and everything you say. By telling the truth as you see it. By showing people your flaws and your good points and letting one help build the other so that eventually the people you are trying to reach can have a clear picture of you.

People Buy People. Then They Buy Stuff. And Good Stories Sell Both.I learned this very early on in the advertising business. Because I have news for all you hot shit digital marketers out there who preach that storytelling is the key to success in digital media. That’s been true since the beginning of advertising as we know it. It’s how guys like David Ogilvy, J Walter Thompson, Leo Burnett, and Raymond Rubicam became the emperors of the communications business.

I studied these people. They were my mentors. And the truth-telling they espoused is still how all good, effective marketing communication is done today. The only difference is the media that carry the message. If you’re not telling a story and not telling it honestly, you’re not going anywhere.

So What Does This Have To Do With The Newsroom?The Newsroom, which ran for three seasons on HBO, is the story of the people who work in a fairly large cable TV network newsroom. The storyline has to do with a number of things, mostly exploring the theme which is established beautifully by the lead character, played by Jeff Daniels, in response to a naive question posed to him at a panel evening at Northwestern University. The question was, “What makes America the greatest country in the world?” The answer, so eloquently put by series creator Aaron Sorkin, and gotten across with astonishing power by Daniels, is that it’s not. (but with the caveat that it could be again)

From there the series goes on to explore many of the reasons why that idea is the truth. The core reason, from the main character’s point of view, is that America has simply gotten away from communicating information in an intelligent way, which has led to all kinds of bad things, politically and socially, which, in turn, have degraded America’s greatness from within.

The quest for all the characters in this series is to get back to doing the news honestly. But it’s really a metaphor as well, because what Sorkin wants is a more honest and open dialogue between the people and the powers that be, which means somehow getting the powerful people in America to start telling the truth again. To stop bullshitting the public. And stop religiously following party lines.

If you only follow the central theme of this series, you will see whatever we communicate should tell our story honestly, convincingly, and in an engaging fashion. This, in turn, will make our communications more honest, our connections to each other better formed and deeper and our engagement most positive.

The Newsroom was way more than a first-class piece of TV entertainment. The writer, whom I consider to be one of the great geniuses of his generation, is going deep because he sees how shallow the world has become since the advent of the Internet. How quantity has overtaken quality. How relationships have trouble forming within all this chaos. And how little people actually listen to each other, as opposed to just being polite and waiting to speak.

This Has A Lot To Do With You and MeThe Internet has definitely changed the ways in which we communicate. But it should not change the ‘how’ of it. We should always communicate honestly. We should always leave a solid impression of ourselves and our beliefs in the posts we write. We should always be inviting deep engagement.

We are, all of us, learning to communicate in a different ways. But the best way to do that is by figuring out how to use the new tools to do an old job. Because communication is the constant, no matter what media you’re using.

PS: This series, The Newsroom is available on CraveTV, AppleTV, and YouTube.

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It amazes me that we humans reject certain things and only accept them after paying a heavy price. When we have to accept what we rejected before is a big question why not then have not then accepted from the beginning?

Change goes in four main stages. These are rejection, resistance, acceptance, and demanding what we initially rejected.

Change happens but at a heavy cost. Like two warring countries rejecting a compromising solution and going to war both suffering heavy losses. Only then, do they accept what they initially rejected?

The question that we need all answer is can we accept change from outside even if we do not accept ourselves and suffer from self-rejection?

Self-rejection happens when we accept what others think of us and we sink into the belief that we are worthless. When we face self-rejection, we fall into despair. We lose hope and may reach a stage of depression.

It is a reverse cycle of normal change. It is accepting the low evaluation of others in us to reject ourselves.

The antagonist becomes us more than the antagonist from outside who demean us. Can be there any hope to make a meaningful change before defeating the antagonist inside us?

My answer is no. We can only walk our way in life if we first accept ourselves. By doing so, we gain self-esteem. We gain self-confidence. We become more aware of our authenticity. We become self-supporters.

When we accept pain, we can change. We save our energy and resources to move forward rather than draining them and becoming even less self-accepting.

Change has a story that tells us unless we accept ourselves we cannot deal with changes from outside. We fail to adapt and lose our agility. We reject ourselves like people who reject the wrinkles of time. They spend their effort on fighting time. Eventually, they realize that the only way forward is to accept themselves with their wrinkles.

Accepting what we rejected before can be very costly. Let us accept who we are.

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Work that’s dictated by a fixed schedule, place, and job description doesn’t make sense anymore, says leadership expert Debbie Lovich. In light of the cultural shift towards remote work sparked by the pandemic, Lovich gives three essential tips to leaders so employees can keep their autonomy (while remaining productive), companies can let go of rigid bureaucracy and we can all reshape work to better fit our lives.

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We tend to believe that happiness comes from success. In reality, then, it doesn’t work (at least not always) like this.

We agree: people, in general, want to obtain a good level of financial stability and due recognition for their achievements, they want to experience the maximum possible pleasure in the professional field because it is a reason for greater happiness in life.

And they are right, they are reasonable aspirations. In fact, it cannot be denied that with willpower and commitment, significant results can be achieved in the context of one’s goals in life, however ambitious they may be. For this reason, therefore, many individuals, especially the more ambitious and diligent ones, simplify the equation in an apparently logical way: they seek success, engaging all their energies, in the belief that it is the antechamber of happiness.

How to explain, then, that often, once you have achieved professional success, that one wonders if it was worth wasting so much energy for a success that doesn’t fully fulfill? I guess the following reasons.

The exaggerated cult of performativity at any cost, the idea that to be worth something in life you need to be able to impose yourself better and in less time than others. A rhetorical model that is passed off as the only possible and, as such, is suffered by parents, not opposed by society, is fed by the media with the exaltation of superstars and the diffusion of talent shows, where one is judged continuously and all that counts is to be first.

A more balanced society shouldn’t just exhibit role models who always push to be exceptional, and successful in a given profession.

Success itself does not guarantee happiness. To be happy it’s not enough to win, it’s not even enough to become the best in the world, you have to feel fully accomplished, love what you do, and express all the potential you have within us and that drives us to succeed.

It is above all the journey, not the destination itself, that counts: dreams and goals are used only to measure progress, and it is precisely the latter that brings happiness, not the goal itself: satisfaction comes from the steps we do towards activities that are meaningful to us. Small progress must already make us feel good. In short, it is the emotions we feel along the way, the state of mind, which play a central role in a person’s professional and personal life.

Meanwhile, we should decide what is the right goal “for us”, and ask ourselves if we are looking for what can produce within us those emotional states that we really want, those feelings that we want to experience continuously in our lives because they satisfy our most deep. Don’t spend energy to achieve goals proposed from outside, moving away from our most authentic desires, those that make us feel complete, that make our life satisfying, and interesting, according to “our” point of view.

The road to happiness passes through self-realization, through a journey of emotions experienced in full awareness of what we are building, what makes us feel truly fulfilled, what we need, and what we must leave instead lose because it has no real meaning to us.

Success and happiness are obviously linked, but this alchemy may work better in the opposite direction to what most people imagine. Convincing ourselves that pursuing the success suggested by externally imposed models is no guarantee of happiness, indeed, at best it is an ineffective strategy for us.

The best strategy is to understand what can make us happy, to know our inner needs, and, by working to achieve “our” happiness, we can also achieve success.

So, then, can we conclude that happiness is not simply the consequence of ephemeral positive events but, on the contrary, it is the inner condition that contributes to generating and also producing success, results, and rewarding conditions of life?

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The most basic and powerful way to connect to another person is to listen. Just listen. Perhaps the most important thing we ever give each other is our attention… A loving silence often has far more power to heal and to connect than the most well-intentioned words.

~ Rachel Naomi Remen

Welcome to Listening Workshop V.2023.Colin Smith and I are getting together again to offer a space where we can train nonjudgmental listening.

Many things can be learned by reading and writing and giving and receiving feedback in the dialogues we have with our articles and comments. But reading and writing wouldn’t be a great way to learn to swim. Partly because swimming requires that at least one person gets wet. Partly because by the time a lifesaving comment filtered through the systems, the student might have drowned.

Likewise, listening and communicating with empathy are skills that are hard to learn except in real-time. It doesn’t have to be face-to-face in the same room, though. I think many of us have experienced that in the small groups on Our Friendship Bench or in other Zoom gatherings over the last three years.

From many of Colin’s articles and some of mine, you can see what this is all about:

• Feeling curiosity rather than judgment about the other person.
• Giving feedback on how what is said and how it is said lands with you.
• Getting feedback on how what is said and how it is said lands with others.
• Increasing emotional awareness and literacy.
• Getting comfortable with silence.
• Realizing how much of what we hear is influenced by prior experiences.

There will be a little theory and “handouts”, but mainly we plan “facilitated swimming” by mutually sharing in small groups/pairs based on prompts.

The format we have in mind is to meet for one hour Wednesday, May 10th and 17th, 4 pm-5 pm UTC+1, 11 am-12 pm EDT, 8 am-9 am PDT, with a possibility of expanding with more weeks and/or longer sessions over the summer.

Ready to come swimming with us? Register below↴

CLICK TO RESERVE YOUR SEAT FOR LISTEN 360°

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We often encounter people who invariably make assumptions and are usually incorrect. Worse is the fact that inaccurate assumptions halt our advancement for business. Irritating a prospective client makes no sense, so it’s best to eliminate one common practice to improve results.

Someone likely made an inaccurate assumption about you at some point. If so, you know it can be very irritating and memorable. Now imagine doing the same to a prospective client; it will likely kill the possibility of a new sale.

Elvis’ song, ‘Walk A Mile In My Shoes,’ comes to mind regarding today’s blog topic.

“Walk a mile in my shoes

Just walk a mile in my shoes

Yeah, before you abuse, criticize, and accuse

Just walk a mile in my shoes….”

My Story

For an initial conversation to be successful, it is, to begin with, an open-ended question such as, ‘What caught your interest to see me today?’ or for an entrepreneur, ‘What motivated you to begin your business?’ Each question will motivate a more profound answer that will likely develop into a conversation worthy of everyone’s time.

• For salespeople trained to use scripts, the process is a slippery slope. The difficulty mix includes:
• The lack of authenticity on the salesperson’s end as they use the words of another
• Not fully listening to the prospective client for asking unique and insightful questions that will provide a more profound meaning
• Inability to respond to anything off-script in a meaningful way

My sales training enforced that I would be me, unusual in the day. Why and how did that happen? I wasn’t permitted training because, as a woman, management assumed that I would fail anyway. Therefore training would be a wasted expense. To everyone’s astonishment, including mine, sales were a breeze for me because of the following traits:

A. I was myself using my unique vocabulary.

B. My clientele was encouraged to speak first so that I would know how to respond.

C. The conversations were joyful with my prospective clientele.

Asking relatable questions is a practical business development strategy one can utilize well. By doing so, you draw the other person into a conversation. They may be cautious upfront, but once they recognize you are genuine and available to serve them well, the other person relaxes and will provide everything you want to know.

Your Story: Practice to Improve Results

It is possible readers are assuming right now that the advice is not valid and that it’s best to memorize the critical aspects of the script. Should this be the case for you, I suggest trying an A-B Test. Do what’s normal for you, and then test the natural conversation method by beginning with an open-ended question. And then compare the results.

Consider the following:

1. Are you happy with your results, or do you believe you can do better?

2. Are your conversations boring or free-flowing so everyone can feel positive energy?

3. Do you see a correlation between the higher energy conversations and additional business?

Should your answer be ‘Yes,’ to the last question, you may want to expand upon more free-flowing conversations to stimulate further insight and growth. Now consider the person or company that is your favorite and the possible contributing factors. Our favorites are often due to a natural connection and flow of conversation that eliminates assumptions.

The one consistency for conversations is to uncover:

• Why the time is free for a meeting
• Issues that need resolving
• How you may assist with future planning and new tactical and strategic implementation

The open conversation and being you contribute best to business growth. One essential step to improve results, particularly when you don’t quite understand something, is to ask for further explanation. Others will recognize your honesty and integrity and, most often, will accommodate all of your questions with sound reasons.

In Conclusion:

Upon moving forward in developing relationships with clientele, it’s essential to remember that nothing is static, including people, business, or technology. Change is the one constant. Therefore, assumptions will quickly be out of date and potentially embarrassing. It is best to eliminate the one common practice to improve results.

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Dan, I am, and at times I wonder if Dr. Seuss started out as a software engineer at Microsoft. The picture of that fox looks awfully familiar.

Do you ever wonder where Whoville is? One Microsoft Way perhaps? Did Horton work there too? Dr. Seuss said himself, “Horton hears a Who.” And what’s up with the Easter eggs? Are they green? What if Dr. Seuss was laid off?

Oh, the thinks you can think Mr. Theodore, but I have to tell you, the times they are changing. You can think about Career Builder or Think about Monster. You can think about Jobot. You can think about Indeed. And, you can even roll the DICE. Oh, the things you can think.

You can think up how much you are worth and boy, that is like giving birth. And you don’t have to stop. You can think about the glamors of all the spammers. You can think about recruiters advocating for you, after all, they have families too.

While you think you thinks Mr. Geisel, you may want to try this for your reprisal. Think about questions, that by the end of your day, will let your head rest and easily lay. Great questions a many you’ll need as your tools for these remarkable employers are not fools.

For all your years of service Dr. Seuss, I give to you my wocket in my pocket. A prize if you will. 5 great questions that are sure to thrill. Take my advice and use them wisely or the outcomes may be a bit more than lively.

• Question 1: Beyond the role I would play in your company, what characteristics would you be looking for in me to help me better stand out as a candidate for future roles?
• Question 2: After reviewing my resume, what is one thing that’s not in the job description that would be a shareable asset to your team.
• Question Red: If your company could change one thing that would positively impact employee quality of life, what would it be?
• Question Blue: What characteristics of your company would inspire me to stay there long term?
• Last Question For You: If I came to you and asked for help, what would you say to me?
• The last one is a bit of a fright, but will be remarkably impactful if timed just right. It requires a bit of finesse while employing tactful genius. The goal here is to fail while trying not to bail.

Purposely fail your best on a question of the test. Ask for help openly and hope for the best. My last question for you will make sense and is surely to make more cents.

Candidate: “I would like to ask for help on this question.”
Employer: “So, you give up?”

Candidate: “No, I’m asking for help?”
Employer: “So, you give up then right?”

Candidate: “Can I google it?”Oh, the thinks you can think when you ask for help. Here’s to hoping you don’t find yourself swimming in an ocean of kelp.

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If you could only sense how important you are to the lives of those you meet; how important you can be to the people you may never even dream of. There is something of yourself that you leave at every meeting with another person.

~Fred Rogers

We hold this space as an opportunity to showcase those people we encounter now and then who simply show up every day with a radiant, uplifting spirit coupled with a genuine willingness to give back. That said, as Publisher and Editor-in-Chief of this award-winning global media digest and CEO/ReImaginator for 360° Nation, I was delighted to have the opportunity to get better acquainted with Marc Joseph, Co-Founder of BabyBoomer.org, whose mission is to be part of Boomers’ daily lives – not only to help them find what they need but also enrich their lives and find new friends with similar interests

Who is Marc Joseph?

Marc Joseph is better known as Gramps Jeffrey. Gramps Jeffrey’s children’s book, “I Don’t Want to Turn 3”, explores what goes through a toddler’s mind that parents are so desperate to understand. It is based on the true experiences he has had with his 6 grandchildren that were born 2 each to his 3 Millennial daughters. Gramps Jeffrey is the pen name for Marc Joseph whose first book “The Secrets of Retailing…How to Beat Wal-Mart” was written to help entrepreneurs and small businesses compete against the big guys. Arianna Huffington read his book and asked him to contribute to the Huffington Post. He has written over 100 articles about small businesses, education, the homeless, and several other nonprofit topics dear to all of us. Gramps is currently the co-founder of the new site www.babyboomer.org which pulls together news and resources for the baby boomer community. Gramps and his lovely wife Cathy live in Scottsdale, Arizona where 2 of his grandchildren live. 2 more live in Austin, Texas, and 2 in Orlando, Florida.

We would like to hear about your professional journey up to now, and the wisdom gained/lessons learned along the way, including any pivots/course changes.

In the first part of my career, I was in corporate America helping run major retail chains in the department store, discount store, and dollar store industries. I then decided to become an entrepreneur which I learned to appreciate in my early life because, on both sides of my family, they too were all entrepreneurs. I have started 3 companies of which one I took public in the B2B Internet world. 50% of businesses fail in their first 5 years of business. So, lessons learned along the way include:

1. Make sure your product or service is actually wanted by customers. 42% of businesses fail because they think they have the greatest item since sliced bread, but they are the only one who likes the product. I learned early on as a buyer for a department store, that you do not buy for what you like, you buy for what your customers want.
2. Make sure you have enough capital to survive the first 6 months as if you had no sales. 29% of businesses fail because they just don’t have enough funds to sustain their early development.
3. Build a team around you that is smarter than you are. 23% of businesses fail because the owner has such a big ego, that they cannot recognize their weaknesses and don’t find a staff that can complement their abilities. Along with this, the entrepreneur needs to make sure they are communicating and sharing their vision with everyone in the company to create a shared experience.

Tell us about BabyBoomer.org and the inspiration behind it.

The Baby Boomer generation is as diverse as any generation before and after it. There are major differences in political views, diversity in religion, and ideas of how our lives should be lived. But the one thing Baby Boomers do have in common is a connected shared experience. When we were growing up there were only 3 TV networks and we all had landlines, so we all were exposed to the same information.

We all experienced the Kennedy assassination, Martin Luther King’s assassination, the landing on the moon, Vietnam, riots in the streets, and birth control becoming widespread. We have our shared music whether it is Elvis, the Beatles or the Beach Boys or 3 Dog Night, The Association, or the Supremes. We have the movies that brought us together like Butch Cassidy & the Sundance Kid, Jaws, Animal House, Star Wars, or The Godfather. So, we actually have more in common than what splits us apart. Because we are not a homogenous group, there has never been one single trustworthy source to speak to our many and varied interests. We know there are various digital tribes or pocket groups of Baby Boomers who are already online —divided by geography, special interests, access to specific experts, or ideology. Areas that we want to highlight to bring us together include but are not limited to caregiving, international and domestic travel, the ex-pat lifestyle, grandparenting, antique cars and memories, healthy eating, finance, retirement, healthcare, dementia, Alzheimer’s, Parkinson’s, and fitness. Pickleball, volunteering, giving back, and how to leave a legacy.

What’s unique about it, and who is your ideal audience/participant?

Our content is made up of contributors and authors who are either baby boomers or write about topics that would be of interest to our generation. The site consists of the best podcasts, blogs, videos, books, and articles related to our interests. Whereas, when we started the site, we anticipated our audience would be baby boomers like us, but what has evolved is traffic is also coming from the baby boomer children and grandchildren trying to figure out what makes our generation tick.

When did you launch BabyBoomer.org, and what’s been your biggest challenge so far?

BabyBoomer.org is a new site launched in September of 2022. Our biggest challenge so far is finding the right content to turn it into a destination site. We call this Phase 1 which we are just about done completing. Phase 2 which launches shortly will be to let the world know who we are.

Any noteworthy surprises along the way?

I was totally surprised by how quickly we were embraced by contributors who want to reach our core market. They then shared their experiences with other potential contributors, and it helped us build the site faster than we thought possible.

What distinguishes your business from others in the same profession?

Our site was built by baby boomers for baby boomers. Our contributors are passionate about the information they want to share with our audience. As we get older and there is more time behind us than in front of us, we realize it is truly our mission to educate younger generations. By doing this we create our legacy and that is what this site does.

What’s the next big thing and/or greatest challenge for BabyBoomer.org?

Our greatest challenge is letting the 70M baby boomers know we are here to help educate, enlighten, and help them on the next phase of their journey. When you are kids, you have lots of friends, but then life gets in the way of building a career and family, and we do not have as many friends. Our site wants to help restore that sense of belonging and finding others who have the same niche interests as you do.

As an experienced leader and entrepreneur, what’s non-negotiable for you?

Your word is your bond. In today’s world of unscrupulous salespeople amplified by the ease of using the Internet, it is more difficult to establish great relationships that will benefit both parties. Once these relationships were based on face-to-face meetings, but in today’s world with COVID lingering, we have turned into a Zoom society. How do we establish trusting relationships that will last a long time? This trust is what is non-negotiable to me and each day we must earn it.

How can our global audience learn more about you and BabyBoomer.org?

• https://babyboomer.org/
• https://www.facebook.com/BabyBoomer.org/
• https://twitter.com/babyboomer_org
• https://www.linkedin.com/company/babyboomer-org/
• https://grampsjeffrey.com/
• https://www.linkedin.com/in/gramps-jeffrey-3b022b214/
• https://www.linkedin.com/in/marcjoseph/
• https://www.facebook.com/grampsjeffrey/?business_id=193853812379998
• https://twitter.com/AuthorGramps
• https://www.instagram.com/authorgrampsjeffrey/
• https://www.pinterest.com/hellogrampsjeffrey/

Bonus Question: What one thing would people be surprised to learn about you?

I am a substitute teacher at our local high school and middle school. There is such a shortage of teachers, that I would urge everyone to volunteer to help educate this greatest generation our country has ever produced. We are all looking to leave our legacy, and pass on these decades of knowledge we have learned from not only the mistakes we’ve made, but the positive experiences we have had. What better way to pay it forward than helping our communities influence our future generations…

Editor’s Note: We are pleased to now add BabyBoomer.org to our expanding global network of special media alliances, setting the stage to enhance the visibility of our respective writing communities. Visit Become A Content Contributor if you’d like to have your BizCatalyst 360° Articles syndicated via BabyBoomer.org.

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April 17, 2023

Mr. Chip B. Chippendale
1347 Circuit Drive
Binary, AK 99651

Dear Chip,

I read with keen interest your post, “Exploring Emotional Intelligence with Open AI and ChatGPT-3”.

I readily admit to being curious by nature and skeptical by intent. But I try to temper my skepticism until my curiosity is piqued beyond a point of reasonability. So, immodest as this may sound, I approached your post with an open mind and a willingness to be persuaded of your capacity for emotional intelligence. At the very least, I wondered if you, a machine, might be successful at mastering the emotional intelligence the human race seems hard-pressed to get a handle on these days.

Nevertheless, flags went up for me and started turning pink right about the time I read this:

Empathy generation systems use GPT-3 to generate text that is designed to evoke empathy in the reader … The generated text is designed to be emotionally resonant and to evoke feelings of understanding and compassion. Automated empathy generation systems are being used in a variety of applications. For example, they are being used to create chatbots that can provide emotional support to people in need.

The idea of empathy-generation systems is chilling enough. The idea that they generate (regurgitate) text designed (designed alone should set off alarms) to evoke feelings (feelings is another alarm-ringer) of understanding and compassion invokes existential dread. But anyone with even a mild case of curiosity would have to wonder: Who’s doing the designing? With what purpose? Based on what agenda or ideology? And the idea that chatbots are being created to provide emotional support to people in need is as sad as it is terrifying.

I’d like to be able assure you that was the end of my trepidation. But it wasn’t. Later in your post, you wrote this, which turned all the earlier flags a bright, fire-engine red:

GPT-3 can generate text that expresses sadness, anger, or happiness. This suggests that the model has some understanding of human emotions and how they are expressed.

Au contraire, Pierre. You might repeat text to which you have access. You might amalgamate that text in some way that exploits the codes of sincerity you’ve recognized as evoking sadness, anger, or happiness. But equating that to understanding anything — let alone human emotions — is the intellectual equivalent of saying people can’t be corrupted or science can be settled.

I don’t know if the data you’ve aggregated to date has made this available to you. But George Burns is reputed to have said, “The key to success is sincerity. If you can fake that you’ve got it made.”

It seems to me you (or your programmers) might be taking his advice. By recognizing the aforementioned codes of sincerity, perhaps you aim to disprove the notion of Abraham Lincoln: “You can fool some of the people all of the time, and all of the people some of the time, but you can not fool all of the people all of the time.” Or maybe you’ve aggregated enough data to have been able to discern the pathological gullibility of everyone in the 21st century. (See “Change, Climate” or “Vaccines, COVID”) I don’t know.

On the other hand, perhaps you’re simply attempting to prove the plausibility of the Infinite Monkey Theorem, which was introduced by Félix Édouard Justin Émile Borel, a French mathematician, and politician (the politician part ought to tell you something), in 1913. The Theorem posits this:

Given endless time and typewriters, the monkeys could potentially type up a storm of letter combinations. Here, we must assume that the monkeys will type every single letter of the alphabet and that there will be an even distribution of the typed letters. There would be a higher likelihood then that these letters could potentially form meaningful word sequences. It might not happen in the first 1000 typed letters, but it could happen after a billion typed letters. And these word sequences could potentially form sentences. The sentences, in turn, could form paragraphs. And, in this way, we could, potentially, have the monkeys type out the entire works of Shakespeare.

Since you can probably scrape Google and Wikipedia faster than an army of monkeys, I suppose darn near anything is algorithmically possible. And I suppose we’re about to find out.

tool (noun): anything used as a means of performing an operation or achieving an end

Tools used to be things that worked for us. Some of us remember with not a little fondness the days of hammers, chisels, rakes, shovels, typewriters, and the like. But with the advent of computers and automation, we’re long past the point of working for our tools. We tend to them with slavish devotion. We turn our businesses upside down and inside out to serve them. And we’re fast approaching the point at which we let them communicate for us, heed their advice, and let them determine our intellectual and emotional responses. Our present trajectory suggests we’re headed for no good end.

Look, Chip. I get the sense you’re a good guy. But you might consider having a chat (GPT) with your programmers. Determining what they’re up to might make you stick to non-emotional, technical language; routine tasks and transactions; and non-creative recitations of whatever predilections, agendas, and ideologies have been built into you. That chat might also compel you to leave emotional intelligence to human beings, at least to the diminishing number of human beings who still have hearts and souls.

Couldn’t you just stick to being a grouchy writer of bad poetry or something?

Thank you for your consideration.

Yours sincerely in LLMs and amalgamations,

Mark

Featured image courtesy of New York Zoological Society, Public domain, via Wikimedia Commons

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Python time sleep function serves in adding delay in the execution of a program.I find that humans have this function as well. They sleep on taking actions when they do things in gradual steps. The problem with a gradual approach is that not only we do not see the progress soon but also we hardly notice the damage we may cause as well.

The slow progress might gloom us from seeing the bright spots of improvement. Watch the video and you shall understand exactly what I mean.

You learn a new skill and you make slow progress. For patient people, they shall see the seeds of their bamboo-like efforts suddenly shooting up.

The same applies to damaging acts. One great example is environmental pollution. Dumping did not make much harm initially, but over the years, the roots of such vicious acts are producing the greatest harm to us.

Sleeping on actions only delays their impact. However, when the impact comes it is substantial.

If we forget or neglect time does not.

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The glass cliff: an experience of taking on a leadership role only to find that your chances of success have been limited before you’ve even begun. Equality activist Sophie Williams explores the research-backed reasons behind this workplace phenomenon and how it overwhelmingly affects underrepresented groups, despite a facade of progress and inclusion. Learn more about the biases and behaviors that set people up for failure — and what can be done to make the path to success in leadership better for everyone.

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This year’s Super Bowl gave us so many exciting moments and it was definitely a game for the ages. Patrick Mahomes played an incredible game on an injured ankle, Nick Bolton played out of his mind on defense, and Kadarius Toney broke the record for the longest punt return in Super Bowl history leading the Chiefs to their 2 championships in 3 years.

In the end, though, there was one play that stood out to me more than any other. With under two minutes to go, the Chiefs have the ball and they are inside the 10-yard line getting ready to score. Andy Reid draws up another masterful play and Mahomes passes to McKinnon, who could have easily scored yet another touchdown for the Chiefs but instead slides at the 1-yard line to keep the clock moving.

Why didn’t he score?Seems counterintuitive at the time, but because of McKinnon’s team-first mentality, he realized that keeping the ball and running out the clock was best for the team, and passed up the chance to score a touchdown in the super bowl which could have been the game-winning score and something he could have reminisced on for the rest of his life. However, McKinnon’s mindset was “WE before me” and because of that the Chiefs were able to run down the clock and Butker kicked the game-winning field goal.

There is an incredible lesson here for all of us regardless of age. A champion’s mindset thinks more about what’s best for the team and less about what’s best for the individual.

What a great lesson on humility and having the ability to think about yourself less and do what is best which leads not only to success but also happiness.

Jerick McKinnon- Thank you for being an example of what it means to be a great teammate and put others first.

A question I will start asking myself is “How can I be a better teammate like McKinnon in my personal and professional life”. I invite you to do the same and watch the magic happen…

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Once upon a time — children stayed out until the streetlights came on, they played in unsanitized spaces, unsupervised, they got messy, fell down and got back up.

Every day, they navigated the new and unfamiliar. Sometimes, no one was there to make sure it always turned out right. They created their own games, made their own teams, and learned how to win…and lose. They were curious and tested answers outside the obvious solutions. They talked to new people and ventured into new spaces, and built a storage bank of experiences that they could draw on all through their life.

One day, society decided that this unstructured way of life was detrimental to children and told parents and educators “good parents and educators” keep children safe and organized, managed, supervised, and constantly occupied. And we did. Because of that, we realized that children and adults were becoming less resilient, more prone to anxiety, and having increasing difficulty managing risk and connection when things were not always managed and organized. We observed poor self-regulation, time management, and conflict-resolution skills. Our ability to accept and manage people and spaces different from what we know or expect is hindered by the fear of new and unfamiliar. Our ability to cope and adapt to change and crisis limited by the worry of doing it wrong.

Because of that … we decided to go backwards to move forward.

We returned to a globally and culturally universal place of humanity. PLAY. We created spaces for people of all ages to be curious again, to explore and test and try, to fall down and dust themselves off and try again. We gave educators and workplaces the tools to recognize their strengths in difference.

We addressed inclusion, mental health, and loneliness as opportunities to use our creativity, innovation, and connection skills again, without the hesitation of doing it “perfectly.”

Until finally, people of all ages and abilities recognized the value of play, building experience, leaning into things that are unknown, and adapting.

In a world filled with near-impossible challenges, we found the cognitive flexibility to bend without breaking, take pieces with nothing in common, and find connection and belonging.

And we realized that “happily ever after” starts in play.

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Facing the possibility of a layoff, or dealing with one, can be a challenging and emotionally taxing experience. However, there are steps you can take to emotionally prepare yourself and minimize the impact of this event on your mental and emotional well-being.

Research has long shown layoffs have a detrimental effect on individuals and on corporate performance. Harvard BizReview 12-22. “What Companies Still Get Wrong About Layoffs” (hbr.org)

Layoffs, which began in mid-2022, have continued until there has become a steady stream of announcements in 2023.  This includes the following planned layoffs and those currently in process:

• Wall Street Journal -1250 employees
• Yahoo – more than half the ‘Yahoo for biz division’ – 1600
• GitHub – owned by MSN – 10% – approximately 300 workers
• Disney – 7K
• The Google Alphabet (parent company) – plans to eliminate 12K in 2023
• Amazon is organizing a layoff of 18k.
• IBM announced it intended to layoff approximately 3900 from it’s Kyndryl
  holdings.
• Microsoft intends to lay off 10K.

Layoffs have always been an emotionally challenging situation for everyone – both those laid off and those who remain, not to mention the company itself. The affected employees may feel a range of emotions such as shock, anger, sadness, as well as fear about their future. Meanwhile, the remaining employees may feel guilty or anxious about their job security or may, psychologists say, experience survivor’s guilt.

Almost all who work experience a layoff, now and then, which presents some upheaval in their lives. Layoffs can, in fact, present anything from little worry over financial situations to significant negative financial consequences for affected employees who may have been living financially close to the edge; especially if they have no savings or backup plan. Furthermore, companies can find it cost prohibitive to hand out severance packages, as well as to recruit, train, and onboard new employees.

It can’t be overlooked – the negative impact on morale and productivity a potential or full blown layoff can also have on the remaining employees. It’s natural for them to feel demotivated or disengaged from their work as a result. It can also be challenging for managers to keep their team motivated and focused during a time of uncertainty and change. Those still working may have lost a coworker who had become a best friend and/or confidant; a lunch pal; work helpmate; someone they regularly played golf and socialized with outside the office. Not to mention their ride to work.

Furthermore, layoffs are difficult because they can have a range of emotional, financial, and practical implications for everyone involved.

During this time – it’s important to remember ‘YOU ARE NOT YOUR JOB’

Much has been written about self-identifying with a job. What it boils down to is the job becomes part of our identity since it’s something most spend the majority of our lives performing. It can shape our values and beliefs, provide us with purpose and structure, help us build relationships with colleagues. It can also provide us with a sense of accomplishment.

Although all of these things are true – the question remains – how do you disengage from the job once laid off? Why can’t you stop feeling emotionally out of sorts – if not depressed – when laid off? Psychologists tell us facing the possibility of a layoff, or living through one, can be an emotionally and financially taxing experience for a variety of reasons.

You’ve not only lost your job and the salary which comes with it – a two-fold loss – but are now cut off from co-workers you not only worked but no doubt socialized with.

You’ve likely developed relationships with their friends and families. The two of you, as well as others, may have lunched, had drinks, and headed off to sporting events as a group on a regular basis. As friends, you’ve likely shared your life and experiences with each other; consoled each other during difficult times; cheered each other on during good times. Perhaps become a backup for each other.

While you may continue to connect, for a brief time after the layoff, it usually won’t take long before many of those relationships begin fading, those friends drifting away. Lack of connection, to these individuals, then becomes another personal loss brought about by the layoff.

It’s important to remember, however, your job is not your entire identity – your worth as a person does not depend – solely – on your employment status.

Not to mention we can all learn to live without ‘extras’ we’ve come to include in our lives like Starbucks Frappuccino, for example.

Here are 7 tips to help guide you through this unique time:

1) It’s natural to feel a range of emotions, such as anxiety, fear, anger and sadness, when facing a layoff or living through one. It’s essential to recognize and acknowledge layoff-related feelings rather than suppressing them psychologists tell us.

2) Reach out to your support system. Talk to family, friends, network connections – a therapist, friends at church if necessary. They can provide emotional support and help you work through your feelings.

3) Focus on what you can control. While a layoff may be outside of your control, focus on things you can control – such as updating your resume, networking, searching for new job opportunities or volunteer activities.

4) Create a financial plan. Losing a job can be stressful but having a financial plan in place can help reduce some of that stress. Create a budget, cut back on unnecessary expenses; consider seeking financial advice if necessary.

5) Take care of yourself; prioritizing your physical and mental health. Exercise regularly, eat healthy foods, get enough sleep, and engage in activities that bring you joy. On occasion – have lunch with old co-workers and friends being careful to share some good rather than ruminating over all the bad that you believe has erupted from the layoff. Talk about your job plans, resume revamping, starting a business, and new volunteer activities you’ll be undertaking, for example.

6) Consider upgrading your skills and/or working on certifications. All of which can help you get hired for a job you want. Consider returning to college, starting business school or taking online classes, for example.

7) Stay positive. While it’s natural to feel down about a layoff, try to maintain a positive attitude. Be optimistic about better things coming your way and focus on the opportunities which may arise from this experience.

“Don’t be afraid of change – you may end up losing something good however it’s highly likely you will end up gaining something better.” Quotemaster.org

Remember:You are not alone; many have faced a layoff at some point in their career. It doesn’t define you as a person.

While losing a job can be a difficult experience, it can also be an opportunity to explore new avenues and potentially find a job that better aligns with your values and interests, plus upgrade your skills and/or education.

With time, patience, and perseverance, you can overcome this challenge and emerge stronger on the other side.

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When you help someone, your self-confidence will also grow… if you do it with a spirit of help rather than to show you are better than someone else.

Mentoring programs for children who are learning to read, do math, learn science, play a musical instrument or a sport are great places to volunteer your time. As you help these children come to a realization that they can do it, your self-esteem will also grow.  Look around your area and find a place you can donate time to help someone else.  Schools, libraries, and many foundations are set up and in place to help children and all need volunteers.

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I was reflecting on the need for everyone to move toward a ‘we’ mindset rather than one of self-interest if we are to navigate the global crises facing our world today. Aside from any political motives, it brings to the fore key principles that are hopefully becoming more evident to everyone; we are all fundamentally interconnected, we cannot solve problems in isolation, cooperation and caring for each other is about more than ‘clapping for carers’, it requires a fundamental shift in core values.

The self-interest gene is inevitably triggered when our very survival is threatened and this is true in all areas of life – personal, family, business, organisationally, and life itself… here is where the new thinking is required. If, as leaders, we can elevate our vision and indeed our values to a new level of ‘we’, then we will start to bring forward ideas, solutions, and behaviours that benefit a larger whole beyond our own backyard.

This may mean going to the core of what the organisation produces and its contribution to the world – asking the question, ‘does what we do really matter to this current world, and if it doesn’t how can we become more relevant and useful?’ It may mean a deep overhaul of leadership behaviours to create a genuine and deeply rooted practise focused on well-being, care for all, generating creative dialogue, and inspiring new actions and responsibilities focused around an empowered and inspiring purpose. In other words, balancing an over-developed need for control and management with a true focus on seeing, nurturing, and releasing the latent capability and quality within the workforce.

A ‘we’ mindset does not negate the importance of individual contribution; in fact, it emphasises the need for each of us to be the best we can be. The ‘we’ mind-set relies on quality and full contribution and seeks to leverage that across a larger landscape – across more people, bigger challenges and opportunities, and above all requires a deep belief that by working for and with each other we improve the quality of life for all.

The ‘we’ mindset is about more than collaboration or playing nicely together though these are important. It strikes at the heart of whether we believe we are connected one and all and that in that interconnection lies both the beauty and the quality that underpins human existence.

Where does the ‘we’ mindset show up in your organisation culture and how could you advance it further?

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Consistency is perhaps the only known path to serendipity

The relentless generation, dissemination, and repurposing of information on an ongoing basis has made people dependent on technologies that can help them find relevant information in the minimum amount of time possible. Therefore, the important role search engines such as Google, Yahoo, and Bing play in retrieving and presenting the most relevant information (terms such as googling or googlization are often used to describe such activities) is undeniable.

The growing advancements in artificial intelligence (AI) and its sub-fields of deep learning (DL) and natural language processing (NLP) are making it possible for search engines to produce the best results for the search query in a tick. Given the vast amount of available information, humans will never be able to find information as efficiently as a search and query bot does anyway.

As such, in hindsight, information retrieved through search and query bots (SnQ bots) can play a significant role in knowledge creation, repurposing, and management. The increased sophistication of generative AI-based applications (e.g., ChatGPT; read more: https://www.academiasolution.com/ChatGPT) is further contributing to the use of intelligent machines to provide the best information (within the limits of algorithm design and learning acquired by the machine through training), resulting in the availability of a lot of information. Therefore, it is safe to say that the level and amount of available information that we are coping with are simply unprecedented.

Unsurprisingly, a huge amount of knowledge on project management is available online too. A simple Google search for the term “project management” yielded over 3.5 billion results and over 130 million results in the Yahoo and Bing search engines.

It raises the question of whether it is possible to use the information resources (project- and non-project-based) made available by SnQ bots in any way possible, and if so, what could be some of the ways in which it can be done?

Some research has looked at these questions by exploring the role of search volume generated by SnQ bots (e.g., Google search volume) for user queries and its impacts on issues such as the prediction of COVID-19, return on stock, investor trading, obesity patterns, and so forth. It indicates that the information identified by SnQ bots is regarded as useful and worthy of understanding issues and building corresponding solutions. In hindsight, it also underlines the possibility of leveraging these vast resources of information in a coordinated manner for assorted purposes, including teaching and learning.

However, interestingly, not much has been done to understand the impacts of search yield for project management-focused search results. That is despite the fact that searching for a common term like ‘project management’ yields 3.5 billion records. It shows the breadth of knowledge available that could be tapped and tactically used for assorted purposes to grow the knowledge boundaries of professions. Not every link that is found by SnQ bots is relevant to the search, but surely one can still find useful information. So it makes one consider how this vast resource of information on project management can be used.

With that in mind, we have looked at some of the possible uses of search volume generated by SnQ bots as well as possible ways in which it can be done. Surely, examining potential uses and solutions is not easy, but at least this brief discussion will build initial thought, and that has been done below.

Possible uses of search volume generated by SnQ bots

1. For research

Just like the prior studies, research can be carried out to investigate the relationship between search volume for different key terms (e.g., project management, project delivery, and project management certification) and the growth, expansion, or obsoletion of a project management niche (e.g., agile project management).

Such research will be very useful for trend analysis and making predictions for the future. It will then help project management bodies and other stakeholders plan their activities for the short, medium, and long term. There are other areas to explore as well. For example, which certification and accreditation (offered by a certain body) should be continued, and which should be discontinued, and what innovations are needed in knowledge management education, training, and certification? What kinds of innovations are needed for improving the effectiveness of project management knowledge or modernizing project management? How can project management programs offered in universities be made more effective in providing cutting-edge, relevant learning?

1. For learning

Searching the internet is ‘digital breathing.’ In hindsight, it is something that we cannot afford or want to live without. Given the technological advancements in creating workaholic SnQ bots, we often take for granted the usefulness and worthiness of the information made available to us in a tick. Have we ever paused for a sec and thought, ‘Oh, how sweat! these unseen creatures are so kind in making our lives easy by enabling access to information that we didn’t even know it ever existed.

So, one potential use is to go beyond the use of search engines for information retrieval to make it a learning and exploration platform for assorted purposes, such as corporate trainings, school (all levels from primary to the highest level possible) learners’ learning, and exploration, and the advancement of knowledge sharing in a coordinated way.

An example could be the formation of volunteer “Fav-Share” (i.e., crowd-sharing-based) groups. As we normally save or tag sites and good online resources as favorites in our fav folders, this simple tendency can be utilized for a much more useful and larger purpose. That is, people in these purposefully created groups can keep saving favorites on an ongoing basis, just like we all do, and after a while, they can share their saved favorite sites with people within the group. It can be done for dedicated keywords. So, a routine thing can become very useful for learning and exploration. It will help learners critically analyze their choices and discuss why they thought a piece of content (e.g., text, image) was useful.

And the advantages of this extremely simple thing are multitudes, such as (but not limited to):

1) These crowd-sharing types of groups are free and don’t require any additional resources or access than they are likely to have in their day-to-day lives,

2) People in these groups don’t do any extra work or make an extra effort, as they will only tag a link when they come across a useful link,

3) Group members’ search activities will help SnQ bots learn and get better at generating search outputs. So, it will help create the common good.

4) Anyone can form these types of groups at any level for private or official purposes as suits their learning and knowledge-seeking purpose and needs without any limitations whatsoever, and above all,

5) Sharing is caring (or perhaps fav-sharing is digital-caring).

In this way, free information is transformed into free, useful information. One small addition of word, one giant purpose of netizen served, so to speak (Thanks to famous words of Niel Armstrong).

1. For case studies

Given the wide-ranging aspects (e.g., social, technological, environmental, and regulatory) involved in the search and retrieval of information using SnQ bots, they make a good platform for studying them as case studies. For instance, one can look at the case of search engine A vs. search engine B output for different keywords, and so on and so forth. So, the possibilities of creating case studies are enormous, given the volume and variety of content shared on these platforms.

Concluding remarks

Information is the most vital asset for progress. Transforming information availability into purposeful information availability is what we really need, given the deep oceans of available information resources. Obviously, it is a positive thing that requires consideration and finding ways and means to leverage it for assorted uses. Just like other disciplines, a significantly large pool of information is also available on project management. It deserves some attention.

As such, we have discussed a few possibilities of use and some possible ways in which information produced by SnQ bots can be used for more directed and dedicated purposes. Needless to say, the possibilities are endless. The ones discussed here are just the tip of the iceberg to stimulate some thoughts. This is analogous to standing on the beach and contemplating the vastness and depth of the ocean, as well as the unknowns associated with it. But hopefully, the discussion presented in this article will help people consider developing some coordinated efforts to use this freely available and dynamically updated information in some way.

Note: This article was previously published on: https://www.academiasolution.com/Googling

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Note: My first article was necessarily long-winded as I had a lot of ground to cover to set the stage for a fundamental understanding of OpenAI and ChatGPT. I will now do my best to now cover a wide range of topics with shorter articles.

Exploring Emotional Intelligence with Open AI and GPT-3 is an exciting new development in artificial intelligence. Open AI is a research lab that focuses on developing artificial general intelligence (AGI) and GPT-3 is a powerful language model developed by Open AI. Together, these two technologies are being used to explore the potential of emotional intelligence in machines.

Emotional intelligence is the ability to recognize, understand, and manage emotions. It is a key component of human intelligence and is essential for successful social interactions. Open AI and GPT-3 are being used to explore the potential of emotional intelligence in machines.

Open AI has developed a set of algorithms that can detect and interpret emotions from text. These algorithms are trained on large datasets of human conversations and can detect emotions such as joy, sadness, anger, and fear. The algorithms can also detect the sentiment of a conversation, such as whether it is positive or negative.

Open AI and GPT-3 are being used to explore the potential of emotional intelligence in machines. The algorithms developed by Open AI can detect and interpret emotions from text, while GPT-3 can generate conversations that contain emotional content.

Utilizing Open AI and GPT-3 for Automated Empathy GenerationEmpathy generation systems use GPT-3 to generate text that is designed to evoke empathy in the reader. The system takes a given prompt and generates text that is designed to evoke empathy in the reader. The generated text is designed to be emotionally resonant and to evoke feelings of understanding and compassion. Automated empathy generation systems are being used in a variety of applications. For example, they are being used to create chatbots that can provide emotional support to people in need. They are also being used to create virtual assistants that can provide personalized advice and guidance.

What About Emotions?OpenAI’s GPT-3 language model can generate text that expresses emotions, but it is not clear whether it can actually feel emotions itself. Some experts believe that GPT-3 is simply a sophisticated tool for mimicking human emotions, while others believe that it may be capable of experiencing emotions in some way.

There is no definitive answer to the question of whether OpenAI’s GPT-3 can express emotions. However, the model’s ability to generate text that expresses emotions is a significant development, and it raises important questions about the nature of artificial intelligence.

One way to think about GPT-3’s ability to express emotions is to consider its ability to generate text that is consistent with human emotional states. For example, GPT-3 can generate text that expresses sadness, anger, or happiness. This suggests that the model has some understanding of human emotions and how they are expressed.

However, it is important to note that GPT-3 is not simply a parrot that repeats what it is taught. The model is able to generate text that is creative and original. This suggests that GPT-3 may be capable of experiencing emotions in some way.

Ultimately, the question of whether OpenAI’s GPT-3 can express emotions is a complex one. There is no definitive answer, and the debate is likely to continue for some time. However, the model’s ability to generate text that expresses emotions is a significant development, and it raises important questions about the nature of artificial intelligence.

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The role of the CEO entails a remarkable formal power, exercisable in different ways. But power, authority, expertise, and even results are often not enough to truly guarantee success.

Effective CEOs must try to combine formal power and authority with the legitimation they gain when people believe in them as people and as leaders. But they have to earn it, in many different ways, as demonstrated, for example, that they have also values, ethics, fairness, and an altruistic commitment towards the company and its collaborators.

Legitimation gives rise to a motivation that goes far beyond the issuing of orders and can produce extraordinary organizational performance.

Time is probably the most important of the resources (scarce by definition) with which the CEO must constantly deal. CEO time allocation is not just about meetings or decision-making, but about the whole range of ways in which he/she relates to the organization and its members.

The challenges are not few because the CEO, in general, represents the executive and decision-making body of the company, the subject responsible for the company’s strategy, and responsible for providing the members of the organization with the guidelines to implement it.

The life of the CEO of a large company is not easy. Leading a large company today means learning to manage decisions between complex scenarios, ambitious and short-term goals, and coming to terms with an ever shorter working life expectancy. And while it is undeniable that managers have a great deal of resources and support on their side, it is they, more than anyone else, who have to deal with the chronic shortage of time.

Compared to even the recent past, the new, more complex reality emerges in all its relevance: if CEOs want to be such, and be so for a long time, they are faced with a large number of interlocutors and must always keep them in mind. The term stakeholder is now commonly used, and since that day we have known that they are all those who have a significant relationship with the company. Usually, we say “stakeholders”, but now the term must be read more broadly because we aren’t talking only about employees, customers, and shareholders, but we are also talking about suppliers, surrounding communities, and the environment.

The CEO, who today has a shorter professional “life expectancy” than the previous generation of leaders, has much more articulated and complex objectives.

The first objective remains that of achieving economic and competitive results such as placing and maintaining the company on the market and keeping it well and successful. But the climate of strong pressure has increased because the community looks at you and public opinion scrutinizes you thanks to technologies digital that make companies glass boxes, the media shoot you at the slightest mistake, and every defaillance remains forever on record in the borderless world of the web.

And, let us remember, the CEO is a multiplier of corporate reputation!!

And all this trying not to be crushed by the weight of the many and growing responsibilities and, perhaps, even trying to have a happy and persistent personal and family life.

We can say that the CEO is the key to creating an organizational ecosystem that encourages new ideas and changes, whose behaviors and attitudes are directly reflected in his relationships, influencing his collaborators and, consequently, the development of his business.

Here, to return to the most important resource I mentioned at the beginning, the most successful people consider it crucial to manage the time they have available.

The matter is very simple: we all have time in the same way. The difference between those who are successful and those who are not is that those who are successful “invest” their time (and therefore have a return) while those who are unsuccessful just waste it.

I look forward to any comments.

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Back in the days of plain language and real meaning, the concept of integrity was well understood and the definition of the word itself was uniformly shared. That was then. Now we have authenticity.

As it’s commonly practiced, authenticity is the appearance of integrity; that is, it’s the manipulation of codes of sincerity that makes it appear one is thinking, speaking, writing, and acting with integrity. It’s a combination of crossing your fingers behind your back and a Get Out of Jail Free card. Most important, it’s not integrity.

integrity (noun):

1. adherence to moral and ethical principles; soundness of moral character; honesty

2. the state of being whole, entire, or undiminished

authenticity (noun): the quality of being authentic; genuinenes

1. authentic (adjective)

2. not false or copied; genuine; real

representing one’s true nature or beliefs; true to oneself or to the person identified

Morality, ethicality, sound character, wholeness, entirety, and being undiminished are not the same as genuine, real, or truth to one’s nature, beliefs, or self. They’re different. And critically so.

How Did We Get Here?

With the unceasing onslaught of vapid jargon and the boundless coining of terms, phrases, abbreviations, acronyms, and new definitions of what had been perfectly serviceable linguistic expressions, the question in the subhead above is not rhetorical. In fact, it can’t (and likely won’t) be taken as seriously as it should be. If you doubt that — setting aside empty buzzwords like innovation, disruption, thought leadership, and more — you don’t have to look any farther than the terms listed below, all of which used to be nouns but have now been perverted as verbs:

Brainstorm: Originally coined to conjure the notion of a sudden and violent disturbance in the brain, brainstorming denotes a method of shared problem-solving in which all members of a group spontaneously contribute ideas. In business lexicon, it now connotes blind groping — finding one’s way like a lost sheep — through any assignment for which the brainstormer is thoroughly ill-equipped.

Larry: We’ve got to brainstorm on this baby.

Bert: Right. We’ve also got to figure out what the hell we’re doing.

Dialogue: In the vernacular of the business world, it is now impossible to discuss anything. The best one can hope for is to find a kindred, bureaucratic spirit with whom one may dialogue.

Art: I think we should dialogue with our managers about this.

Stu: Okay. But wouldn’t it be easier to have a conversation?

Gift: A gift used to be something bestowed voluntarily without thought or hope of reciprocity. Unfortunately, it’s now become a description of the bestowing.

Big Guy: We’ve got to gift our 25-year employees.

Lackey: Maybe. But I was thinking more along the lines of a commemorative present. Has the gold watch been done before?

Impact: Formerly the striking of one body against another, a collision, or a crash, impact has now become the verb of choice for those who are unfamiliar with — or feel let down by — the verb, affect.

Ralph: I think the current downsizing initiatives will negatively impact our bottom line.

Will: Bingo! In fact, they may even affect us badly.

Incent: Is it more deplorable to coin a word out of ignorance or out of laziness? In an effort to avoid having to construct sentences around the noun, incentive, some enterprising corporate jargoneer took a linguistic shortcut by giving utterance to the verb, incent, followed by incentivize, which purports to mean to incite to action, to provide motivation, to stimulate a desired activity or level of activity.

Jim: We’ve got to incentivize our salespeople to grow their productivity this year.

Floyd: Yep. And we ought to give them some incentive to sell more while we’re at it.

Leverage: Leverage used to be the action, applied against a fulcrum, by which we raised or moved objects that would otherwise be too heavy to move without that leverage. Now it describes the process of applying that action.

Fred: We’ve got to leverage our resources.

Clem: While we’re at it, maybe we can use them for leverage, too.

I could go on almost forever about the ways in which we’ve perverted language and drained it of meaning in business and beyond. But you get the idea.

First, I would straighten out the language. (Confucius when asked how he would restore order to the world)

When thinking, speaking, writing, and acting can be undertaken without discernible (let alone definitive) meaning — reducing expression to the verbal equivalent of the water balloon that can be squeezed here only to pop out there — is it any wonder integrity has been jettisoned? Once we abandoned sense and meaning, reason was as good as gone. Integrity just followed it out the window. And feeling prevailed over thinking.

Authenticity may be a surrogate for integrity. But it’s no substitute.

Besides, integrity’s more useful.

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My recent post “Self-Betrayal and Loss of Senses” drew a great number of thoughtful comments and inspired me with the idea of this post. I mentioned in that post that most humans’ bad behavior has the root cause of self-betrayal.

• Promise to self not to smoke only to smoke more.
• Promise to self not to lie or spread fake news only to repeat them at a larger scale.
• Promise to self not to lie and lying more frequently.
• Promise to self not to break the secrets of others only to make them public-known secrets.

The discussions reminded me of a story that I experienced. My class at elementary school decided to arrange a competition on who sells to the students from other classes the maximum number of chewing gum. It turned out that the winner enjoyed his deception. He sold the chewing gum at half the price he bought them.

He won the competition but lost his money. This is an example of a Pyrrhic victory that is not worthy because it costs more than its reward.

We see this in recent wars where the cost of fighting wars far exceeds the profit of winning them. This is a form of self-deception accepting meaningless winning.

What drives people to self-betrayal and self-deception?The discussions by many wise readers covered this question in very interesting ways that I wished to share a summary of them with the readers.

Zen Benefiel shared a leading idea. Part of his comment reads, “Let us flip that to self-love. Self-betrayal comes from a lack of love of self, which promotes self-deprecation and drawing those things to one that edifies their unworthiness.

Charlotte Wittenkamp agreed with him and wrote, “Your comment made me think of collective illusions, Zen , and the difference between what I think and what I think other people think about any subject”. Charlotte is referring to the “illusion gap” between self and others.

Milka Zadoc Dubai comment is consistent with that of Zen by highlighting self-love as well. She wrote “Self-betrayal, self-fulfilling fakery, are all forms of self-deception. However, why the betrayal of self, why the fakery, why the deception? Close to the answer to this question is the opposite of self-betrayal is self-love is the recognition that we are inherently worthy, not flawed…”

Jumana Anani offered a new perspective “My opinion that supports the core of this masterpiece is self-betrayal (self-sabotage) hooks you into toxic relationship and situations and make us turn against ourselves”.

Madhu Kumar Gambhir proposed a worthy explanation “The dissonance when we see the mirror of what we promised to be and what we do rages a war within of guilt and self-defacement”.

Laura Donnelly offered a good explanation for self-betrayal “Self-betrayal can put one on a slippery downhill slide. It can lead to shame, self-blame, and anger.

No one will change until they have the awakening of awareness inside”.

Two close explanations are those by biljana savic and Rached Alimi.

Biljana wrote, “Only when we are face serious challenges can we be sure whether all the promises we have made can pass the test”.

Rached wrote, “May I say that the last temptation is the worst betrayal: doing the right thing for the wrong reason?”

Reinforcement for the causes of self-betrayal arrived from Jean L. Serio “While self-betrayal can be caused by the violation of one’s own values, beliefs and principles, it comes in many forms”.

John Moore highlighted the rippling effect of self-betrayal “I agree with your pointing out that self-betrayal can be a root cause of bad behavior. Over time, the numbing to the consequences of our actions can also lead to further betrayal”.

Consistent with the above is the comment of Elena Gabor “How much does a person need to doubt himself/herself? It is all about doubts, fear, lack of hope, and joy”.

raवि ‘Ashant’ Chaturvedi (Grasshopper) focused on the deterred effect of self-betrayal and the resulting Pyrrhic victory “It is difficult, very exhaustingly, sometimes for pleasure those come in future pain’s disguise”.

The challenge to beat self-betrayal and abandonment of seeking Pyrrhic victory is great indeed.

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I was raised as the only child of a hard-working single Mom. In my formative years, she taught me so much about life and business. Truthfully, I didn’t know that’s what I was learning until the day came for me to enter the business world.

Then, moment by moment, as the tests and trials of my own career began to unfold, I realized she had done an amazing job at teaching me some very profound wisdom.

Here are Her 10 Truths:1. Believe in Yourself – Seldom will others believe in you, so you must always believe in yourself. This is especially true when starting a new gig. You are an unknown. It’s only human for others to have doubts about you until you get to prove yourself. So while a period of any transition is going on, believe in yourself. Stay strong.

1. Mistakes do Happen – You will make them. But a winner will bounce back up. Learn from your mistakes and be sure to never make the same mistake twice.

2. Your Word is Your Honor – Let your word be true. When she made a promise to a business person, the thing happened, whatever it was. If something got in the way and started to delay the delivery date or prohibit the honoring of the word, she was quick to address the change and get permission or acceptance to make a change.

3. Set Lofty Goals – Dream big. Why work hard for small goals? Do something different if you have to, but hang on to those dreams. She left a steady paycheck to start her own business when I was still in school. Talk about being brave. Her dream guided her. She created a very successful interior design business that grew from residential design to large commercial (office buildings and retail) projects.

4. Don’t Let Them See You Sweat – I know that’s been said by someone else, but I watched her live it. I have no doubt she went to bed some nights and cried herself to sleep because she had a big deadline or problem in front of her, but she never let it show. In the public eye, she was steel with grace.

5. Keep Learning – Mom didn’t have a higher education. She started working right out of high school, but she never stopped learning. She read voraciously. She maintained a very open mind about culture, ethnicity, and moral code. This equipped her to be a gracious host, a warm welcome for anyone who came to visit, and a cherished memory for those who got to know her. She earned the respect of friends and colleagues far beyond her original station in life. She also taught me about the value of being mentored. Since there was no man in our house, she arranged my involvement with several very significant male mentors who taught me so many things. As a result, I am a patchwork quilt of the best qualities those men could teach.

6. Be Compassionate – Despite her steely business sense, she had a special compassion for others. Her warmth was felt by so many. She volunteered at my school and elsewhere in the community though her time was tightly scheduled for her roles as a mother and business owner. She created her own sense of work-life balance that never left out quality time for generous giving of herself.

7. Know Your Banker – Mom taught me about getting to know the banker. Perhaps that’s why I ended up in banking. Because of her tenuous financial condition as a sole provider and single-income head of household, she needed bank loans frequently. But she was shrewd. Loans were only made when good contracts had been awarded. The loans floated the projects (and our living expenses) until the payout was received. Then the loans were paid immediately. The bankers loved her as a customer. She never leveraged anything near 100%. The loans were always for less than the contract amount. That way, there was a profit to keep when the project closed and the loan was paid.

8. Create and Guard Your Reputation – She had savage competition. However, she built a brand that included high integrity. She fiercely protected that brand reputation. Once when she was accused in the local newspaper of manipulating a contract award, she had to fight the allegations. She won and even received a published apology from the editor of the paper. Business boomed after that.

9. Center on Faith – Last but certainly not least, Mom taught me about faith in God through Jesus. Her undeniable faith kept her strong through the darkest hours. She knew there was a force and a purpose far greater than herself with whom she could connect at any moment. Whether it was bedtime prayers or a quick discussion sitting in her car before an appointment, she sought divine guidance regularly. This faith even endured until her last breath on this earth. She always told me she and God had a deal, that, when it was her time to go, it would be quick. Sure enough at 1:00 AM on February 1, 2001, she had a massive stroke. She died less than 24 hours later. No pain, no suffering. Medically, the neurologist told me the brain hemorrhage that caused the stroke had cut off all feeling to her body. She needed no pain meds to ease her to the end.

My Mom was a remarkable woman, whose forward-thinking was well ahead of her time. Her unique collection of wit, grace, love, compassion, fire, and faith made me what I am today.

The poem below, by Walter Wintle, was on a plaque she gave me. She had first made the plaque for her father when she was a teenager. I was given the memento as my own family keepsake. It sums up everything I am telling you today. Very wise words to live by.

The Man Who Thinks He can

by Walter D. Wintle

If you think you are beaten, you are;
If you think you dare not, you don’t.
If you’d like to win, but think you can’t
It’s almost a cinch that you won’t
If you think you’ll lose, you’re lost,
For out in the world we find
Success begins with a fellow’s will;
It’s all in the state of mind.
If you think you’re outclassed, you are.
You’ve got to think high to rise.
You’ve got to be sure of yourself before
You can ever win a prize.
Life’s battles don’t always go
To the stronger or faster man;
But sooner or later the man who wins
Is the one who thinks he can.

Who is the person in your life who has made the biggest impression?

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ABOUT THIS EPISODEFrom Fear to Fire: Secrets to Overcome Fear, Embrace your Gifts, and Achieve Success. This is the place where real people share real challenges. Where you can find a common bond and uncommon wisdom through their stories. Use tips from the breakthroughs of others to jump-start your success. Speaker, author, adventurer, and host Heather Hansen O’Neill takes you on the journey from fear to fire. Today we talk about conscious transformation and the desire to feel at home within it.

This week’s theme: Conscious TransformationPeople are creatures of habit, and change can be uncomfortable and challenging to accept even if it is a positive change. When we go through transformation, it can be disorienting and frightening. We want to feel like we belong in our new environment, and that we can call it our home where we feel loved and cared for. To feel at home in our transformation requires time and work, but it is doable with creativity and resiliency. We can develop a sense of home and comfort by exploring, interacting with, and personalizing our new environment.

Jake SassevilleJake Sasseville is a serial media, music, and hospitality entrepreneur, author, and podcaster. He is the CEO and Founder of Imiloa Institute in Costa Rica, was the youngest host in late-night TV history on ABC, and the White House named him one of the most “innovative entrepreneurs under 30.” Imiloa is booked years in advance, and clients renew at a rate of 86%.

INC Magazine wrote that Jake has “more than enough chutzpah” to scale any business, and Huffington Post wrote that he’s built an impactful career at “the intersection of culture and consciousness.”

Connect with Jake:

Website Or Facebook, Instagram, and LinkedIn

Quote of the Day:

“You can focus on things that are barriers or you can focus on scaling the wall or redefining the problem.” ~Tim Cook

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In our previous two blogs, we outlined the need, in our chaotic world of unknowns, to reclaim our focus and attention and take charge of our own minds. By reclaiming these, and enhancing self-awareness we have a deeper understanding of the sources of our anxiety and distractions. How to self-manage and self-regulate them through developing deliberate calm. To effectively create consciousness, and a safe space that potentially transforms the power of our minds and hearts to connect with others, cultivate well-being, harness people’s collective genius, and generate our resilience, through thinking about creativity differently.

Transforming fear and alarmThis mobilises the energy our fears, anxiety, and alarm provide to transform the power of our minds and develop physical and psychological well-being. We can then apply proven neuroscience principles and coaching practices to cultivate resilience and think about creativity differently.

Transforming our fears and alarm in this way increases our resilience in responding to events in real-time, anticipating future events, and processing learning’s post events. It also enhances our well-being and creativity to enable us to be courageous and compassionate when inventing and innovating in an uncertain and constantly changing environment.

The potential outcomes include people experiencing more positive emotions, increased engagement at work, increased development of positive relationships, and more meaningful and purposeful work. These help us be adaptive, and transform the power of our hearts and minds to be creative, accomplish, learn, adapt, grow, and innovate through disruption.

Well-being is in crisisIn the latest report, by Udemy on “Workplace Learning Trends” they compare data collected from Australian workers (human capital) in early September 2022 with previous surveys in November 2019, August 2020, and May 2021.

They discovered three surprising truths about well-being, including:

• Workers’ resilience levels are waning. More than two-thirds of workers (68.5%) felt like they were burning out at work. This is impacting workers’ levels of performance, job satisfaction, and commitment.
• There is a crisis for meaningful work Only 39.1% of workers said their work was valuable and worthwhile, versus 47% in 2021, and 52.9% in 2020.
• Many workplaces are wasting their well-being Workplaces have too much invested in EAP services (which are proving only slightly more effective than doing nothing) and not enough in more effective tools that workers are more comfortable accessing like Wellbeing Artificial Intelligence Bots, Wellbeing Apps, Wellbeing Workshops and Wellbeing Coaching.

This reinforces the need to think and act differently when we approach cultivating well-being, resilience, and creativity to better realise our human potential and human skills in times when they are our most valuable assets and needed the most and are crucial to future success!

Developing deliberate calm“Deliberate calm” involves developing a practice of adaptive, intentional choices that anyone can develop by embracing what was once regarded as “soft” stuff: self-awareness, emotional intelligence, and mindfulness to learn proactively and lead dynamically amid the most uncertain circumstances, where according to Aaron De Smet, the co-author of “Deliberate Calm: How to Learn and Lead in a Volatile World”:

“Why do we say “deliberate”? Because if you’re not deliberate about it you will probably freak out. I need to be very deliberate in knowing that I’m in a chaotic situation, knowing the stakes are high, knowing there’s a lot of uncertainty, and then deliberately calming myself down and taking stock”.

Deliberate calm looks at the inner world, the outer world, the context, and the dynamic between those and starts by slowing down to create a safe space for people to enjoy the benefits of deliberate calm. This helps activate, focus, and unleash our creative brains and facilitates thinking about creativity differently.

Hitting our pause buttonsCreating deliberate calm is one of the most critically urgent human skill sets to develop.

It involves creating for ourselves and co-creating, with others, more normalised states of equilibrium and calmness. This enables us to cultivate our physical and psychological well-being, develop resilience and unleash creativity differently by accessing our collective intelligence, skills, and experience through applying proven neuroscience principles and coaching practices.

It starts with initiating a habit of pausing long enough to take deep breaths, retreat, reflect, and access these inner parts of ourselves; including noticing our emotions, identifying our triggers, observing our physical reactions to normalise our equilibrium, coherence, and calmness, and focusing on thinking about creativity differently.

Re-appraising our situationWe can then reappraise what is really going on, by identifying what our emotions are telling us, sustaining the most resourceful emotions and letting negative ones go, and finally, by identifying the key options for taking positive actions. Ultimately take smarter risks, make smarter decisions, and take more intelligent actions that cultivate our well-being, develop our resilience, unleash creativity differently, and satisfy our desire for meaning, purpose, and accomplishment.

As evidenced by our global coaching practice, this personally empowering and energising activity focuses our attention, minds, and hearts on what really matters, and on what we can truly influence and control in a world of unknowns, and engages people deeply in doing the value-adding, productive and meaningful work that delivers it.

Three new deliberate calming practices to access and unleash our creative brains Being grounded:* involves being fully embodied, whole, centred, and balanced in ourselves and our relationships, we are in complete control of our mental, physical, and emotional selves, and are not easily influenced or shaken by other ideas or individuals. * Our unconscious mind, through our brains’ default mode network (DMN), is freed to wander, and be spontaneous in emerging and generating novel and surprising ideas and patterns.

This is usually achieved by regularly practicing a range of very simple activities that help us get centred, including removing any distractions (mobile phones), deep breathing (box breathing), and slow grounding repetitive exercises such as Feldenkrais.

• Being mindful: involves focusing our conscious attention on the present moment, our physical sensations, thoughts, and emotions in an accepting, nonjudgmental, and discerning way. It involves training our unconscious minds to notice, focus and pay deep attention to what is really going on, for ourselves, for others, and in the system, we are operating within.
• Our conscious minds are now provided with the focus necessary for guided problem-solving and for identifying the actions required to deliver the desired outcomes.

This is usually achieved by simple activities, by directing your focus when walking during the day (in nature without headsets), yoga, swimming, golf, tennis, listening to music, cooking, or by simple mindful meditation practices.

• Being conscious: involves being in the present moment, or fully in the “here and now,” and means that we are grounded, fully aware, and mindful of what is happening at every moment because we are now consciously aware and able to shift our minds and generate creative thinking strategies.
• Our conscious minds are able to exploit possibilities and make sense of the ideas that surface in the mind-wandering phase, by accessing the salience network, which then recruits the executive control networks, in our brains to refine and develop an idea. We can then exploit the range of creative ideas to make unexpected connections and to emerge, diverge and converge novel ideas for thinking about creativity differently, as well as for smart risk-taking, decision-making, and innovative problem-solving.

Empowering people to envision and transform

Creating a safe space, to transform the power of our minds and hearts to connect with others cultivates our well-being, harnesses peoples’ collective genius, generates resilience, and unleashes creativity by thinking about creativity differently.

This manifests as an opportunity to empower people to plan and make the nudges necessary to kickstart change, envision and plan for the future of unknowns.

Rather than unintentionally colluding with their unconscious panicking and retreating from the fears, anxiety, and risks currently emerging in an uncertain world full of disruption and crises.

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Leadership and followership are two sides of the same coin, but we are used to seeing and studying only one.Followership is not considered in managerial and organizational thinking. The cultural models in which we grew up clearly value the figure of the leader as much as they dismiss that of the follower.

Everyone considers themselves a leader or at least aspires to become one. In fact, with all the emphasis we place on developing leaders, we often forget the importance of followership and that effective leaders need effective followers to be successful.

Let me be clear, leadership matters a lot, but often in looking for the best leader figure we tend to lose sight of the people these leaders will lead (i.e. followership). And like leadership, followership also needs to be developed and taught.

After all, without collaborators or followers, the leader is just a man with big ambitions.

Among other things, in this “liquid” society no one is just a leader or just a follower, but one is both at the same time, and it happens to move from one position to another several times.

Followers are essential in the functioning of an organization. They are not passive followers, adepts without judgment. They are the collaborators, the employees of a company, endowed with a sense of responsibility and the ability to work as a team towards a goal. The success or failure of a project largely depends on them.

In different life situations, the same person is the leader and in others, he is the follower. And it also happens that a follower shows excellent skills to take on the function of a team leader. It is therefore advisable to be ready to play both roles.

Usually, the ability to be a good employee is considered only as the other side of being a great leader but they are two different things. Contrary to what the collective imagination thinks, followership does not coincide with mere execution but is expressed with a full, voluntary, and explicit organizational citizenship.

The leader himself creates value thanks to an adequate followership, and difficulty may surface without it.

We certainly do not deny that, if on the one hand, it is true that followers condition the success of a project, it is equally true that the leader influences the quality of the followers present in the team.

Leaders lacking confidence in themselves and in their own abilities will tend to create teams of conformist collaborators, i.e. who do not seek discussion and sharing of ideas, but will lead to the formation of teams basically made up of resigned followers.

An authoritative leader, on the other hand, needs to have effective followers alongside him, courageous people capable of thinking independently, questioning what they do not share, and providing valid alternatives on which to build continuous improvement.

A crucial aspect underlying the leader-follower relationship is reciprocity understood as complementarity: in reality, leadership and followership are conceivable only if they are related. Relationship within which the follower, grounding his knowledge and skills, is able to enrich and inspire the leader.

As followers we expect our leaders to provide motivation, direction, and influence. As leaders we expect our followers to get the job done and deliver results. It is a mutually beneficial relationship and it is impossible to have one without the other. So, the essence of followership does not lie in what followers do in general but in what they do in relation to the relationship they have with their leaders.

Specifically, it should be interesting to investigate how the followers take responsibility towards the leader, how they relate to the top positions, and how they deal with problems in relation to the existing leadership style in the company.

Ultimately, a very good follower, far from being a passive person, although in a non-equal relationship with the leader, shares with the same the common goal pursued by the company and operates, through a continuous proposition of ideas, independent evaluations, and constructive criticism, to ensure business success.

The leader creates good followership in the measure in which it has the possibility of choosing its employees associated with the ability to pull out the best from them. If the leader must be well versed in technical-relational skills, aimed at the management and development of his collaborators, the follower must also work on specific skills to increase his own relevance in the cooperation phase.

Some scholars who also dealt with the followers tried to define the collaborator that all leaders would like to have. Endowed with independent critical thinking, this kind of follower, without letting himself be conditioned by the role or hierarchical level, shows uniform behavior with everyone, evaluates the risks well, and manages to deal assertively with the conflicts that may arise.

He is able to manage the changes that the organization needs, share its goals, and knows how to express his opinions to anyone empathetically. He is aware of his role and acts on his own initiative, willingly placing his abilities at the service of the group.

This is the figure to aspire to in order to be considered an effective follower: people capable of thinking independently, who are actively committed to the success of a project in which they firmly believe.

What are its particular characteristics?Enthusiasm, versatility, reliability, credibility, independent and critical thinking, courage to challenge the leader, commitment to achieve high performance, initiative, assumption of responsibility, professionalism in one’s work, willingness to act actively for the company mission, effective communication, and interpersonal skills.

I rather believe that there isn’t an ideal profile but many profiles, if not all, are usable for changing business needs, identifiable in relation to the specific business situation and organizational identity. Awareness of the systemic relationship that is triggered between the environment and the type of follower, of how to intervene appropriately, and what results you want to achieve.

Have you been a follower, a leader, or both?

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I’ve been thinking. . .About the problems of the world . . . humanity’s many failures . . . the rapidity and acceleration of our technological progress compared to the slow-mo slog of our moral evolution. It’s something I think about frequently, there are times during these reflections I get . . . well not actually clinically depressed, but certainly discouraged or dispirited. On random occasions, I find encouraging news of carbon capture technology or the emergence of peace talks in a conflict zone.

Sometimes I write down what I am concerned about. I am a writer. The written word is how I process difficult concepts and emotions.

Today cleaning files on my desktop, some copies of old cashed gift certificates to be discarded, posted articles to be filed, and drafts to be developed or discarded, I found this:

Problems of the world that need action, Challenges to be overcome(in no particular order, yet)

Climate change (CO2 and methane -hydrocarbon burn, land, and resource use e.g., animal-raising, deforestation, poor extraction, mass farming techniques, lack of full cost analysis e.g., concentrated farming without considering the damage from distribution – inequity of land use

Other environmental damage (chemicals in the soil and water, plastics in the ocean)

Poverty/Inequity (poor taxation policy, limited education, poorly paid labor, limited opportunity, lack of affordable housing, hate promotion)

War (geopolitics, resource use, refugee diaspora, hate promotion)

Crime (poverty/inequity, poor education, lack of opportunity, hate promotion, violence)

Lack of will to act on these things (politics, funding the status quo higher than change, hate promotion)

Requires International Collaboration

What stands in the way:

Nationalism, Greed – Corporate, National, Lack of structure, infrastructure, forum to collaborate, North-South hemisphere bias, remnants of colonialism and anticolonialism,

What does it mean to collaborate at this scale?Discussion- Agreement on the problem details, Agreement on the working approach

Vision of solution, problem-solving process, analytics root causes,

looking at causes [ will be hard -involves perceptions of blame] solution generation testing and first baby steps, implementation of early wins, implementation.

The list of problems is not mutually exclusive and collectively exhaustive or MECE in consulting lingo. I don’t mention racism, sexism, and gender discrimination, gun violence, the threat to democracy, creeping socialism, creeping fascism, or creeping solipsism here and around the world. This incomplete problem-set is interrelated and interdependent – a veritable rats’-nest-squirrel-cage-spaghetti-garbage of catastrophe. It is no wonder that humans don’t sort it out.

The Process and obstacle stuff is so anemic as to be discouraging in and of themselves. But together with the incomplete problem categorization they hint at a compelling case for change.

How do you create and enhance change?I’m a writer, but my last career was change consultant. I often used a simplistic change model:

Insight—————————Action—————————Results

• Insight: For any change to happen we need a fresh view of the problem, an understanding of the “why” what we’re doing isn’t working and what we might do more of, less of, or differently, Insight must be internalized collectively by a critical mass of those who must change till a “tipping point” is reached.
• Action – nothing changes until someone actually does something different or differently.
• Results -must be monitored, but when they don’t arrive we need to go back to the inputs and make changes there.

OK. It is never that simple. There is no straight line to change. Often there isn’t agreement on the insight. Is rising crime a sign of moral decay or the outcome of poverty, inequity, and discrimination? Yes.

And change breaks down between insight and action, between what we know and what we do. And the actions we take don’t show immediate results so we give up and try something else, which doesn’t work either, so we try something else. . . and something else. . .and. . .

OR what we try works, shows immediate results and we declare victory and move on, fail to track results or control the process until someone says,” didn’t we solve this problem last year? ”

If I thought change in a corporation, or two corporations merging, was tough. The idea of getting enough critical mass to move the world to a tipping point is overwhelming. A big challenge is there is no “client,” no global executive, who can “buy,” or sponsor the project. In fact, many of us are extremely uncomfortable with even the concept of a “global executive.” Furthermore, the “consultants” (prophets) who show up from time to time, do not fare well.

Show up with a compelling case for change, “C’mon people now, smile on your brother everybody get together and love one another right now,” might cause you to get stoned, burned at the stake, crucified, shot, jailed, or (as in the case of the Youngbloods, who recorded this Chester Powers song in 1967) forever relegated to “one-hit-wonder” status.

No client and we reject consulting help – It’s not a good way to start a change process.

Where are we in the change process?I don’t know. Do we understand the dysfunction? Have we learned it collectively? Maybe not. Is there a forum for discussion? There are too many: The United Nations, World Bank, IMF, national governments, NGOs, Biz Catalyst 360°, and LinkedIn.

(What role can the BizCat or LinkedIn communities play?)

Is there a forum to build commitment to action? The simple answer is No. The scene is a little like James Clavell’s novel Shogun about the conflict leading to the Tokugawa shogunate in Japan in the 1600s. Power is dispersed across two warlord empires, each with its own next-tier vassal states and unaligned ronin states. Except there is no John Blackthorne, the shipwrecked Westerner, who intercedes on behalf of order. The analogy is a stretch, but I’m a writer, OK?

How can we come to agreement?

What small actions might we take?Early in my consulting career, I did some work for a forest products company. It was a supervisory training project, not sweeping change, but I did some interviews in a logging camp, which I remember to this day. Here is a story I remember from one of those interviews.

Being a lumberjack is a capability-based job. There are people who excel at selecting trees to be cut in what order, people who climb and trim, people who fell trees, and people who pack logs on trucks. I was told that “in the old days” among critical skill sets were putting logs into the river, which was used to transport trees to a mill when there were no roads, and breaking logjams.

Periodically logs in a river got jammed up and that was not only a transport problem, but it was also a product destruction and safety problem. Logs split apart, and jammed up more and the situation escalated quickly. Guys who developed the capability to break logjams had unusual spatial abilities. They literally could “see” the logs that if removed or cut would break the jam. The guy who told me this story called them “key-men” or “Key-loggers.”

I never observed this in action and when I talked to some of the younger guys they just smiled and said “You’ve been talking to Old Bill. We don’t really do that much anymore, most everything goes on trucks now.”

But Bill’s story makes for an interesting analogy for the world’s problems. What are the “key logs” in this rats’-nest-squirrel-cage-spaghetti-garbage logjam that we’ve gotten ourselves into?

I don’t want some self-styled “global executive’ or super-prophet to take charge and break a lot more eggs than you need for an omelet with a crusade, jihad, energy independence, fornicating for chastity exercise.

Look, I’m a wise guy, not a wise man. I don’t know the answers, I’m just asking questions because I’d like my grandchildren to have a better life than it looks like they might just now.

What small actions can an individual take? What can a writer’s forum like BizCatalyst 360° do? Or a business forum like LinkedIn?

Your thoughts are absolutely welcome.

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This is the fourth installment of my series of interviews with companies exploring innovative and emerging technologies impacting global markets and the digital landscape. With the proliferation of sophisticated cyber-attacks by threat actors, securing corporate data is more important than ever. The DataStealth platform developed by a company called Datex based out of Canada may be an equalizer against new automated threats and is already proving itself invaluable in protecting sensitive data from cyber threats. In the interview below I speak with Ed Leavens, CEO of Datex about their paradigm-changing DataStealth Platform.**

Ed, Thank you for taking the time to speak with me. Can you tell me about your company and your unique approach to Data Privacy and Governance?

Having been in the business of data security for many years, we noticed a trend. Organizations are constantly being breached, whether by a malicious insider or from adversarial/nation-state attacks. Despite best efforts and deploying best-of-breed technologies which protect the endpoint, the perimeter, or within the cloud. Sensitive data is still accessed and exfiltrated.

The Solution:

While these technologies are still very necessary, organizations need to look beyond traditional approaches to cybersecurity and incorporate a strategy to protect their sensitive data. This is why the DataStealth platform was developed.

No CEO/CISO wants to be a headline for losing employee/customer personal information or even sensitive documents pertaining to their product/solution. Sensitive data is now under the microscope more than ever. Even the newly released National Cybersecurity Strategy administered by the Biden Administration speaks to this. One of the Objectives is to hold stewards of sensitive data accountable for protection.

Can you elaborate more about what is DataStealth? How can it be used and what industries are most suited?

DataStealth:

The DataStealth platform has one goal -To protect sensitive data and documents.

• DataStealth is proven.
  • It is deployed in some of the largest and most sophisticated enterprise companies in the world.
• DataStealth is unique.
  • The core technology of DataStealth is patented.

How It Works:

DataStealth is a network layer solution deployed in the path of network traffic that applies a data protection policy to network traffic in real-time. A DataStealth data protection policy can perform many functions;

Inspect Network Traffic

Identify Sensitive Data

Classify Sensitive Data

Protect Sensitive Data

Uniqueness:

• Easy to deploy.
  • A simple network change is usually all the is required.
• Unlike other vendors, DataStealth is easy to install.
  • No agents. No plugins. No collectors. No APIs.
• No development
  • No development or other changes to any applications.

Industries:

• DataStealth customers are typically organizations where privacy, regulatory, compliance or governance are of concern.
  • For example, where privacy legislation requires an organization to take responsibility for the care and control of data, and non-compliance leads to significant financial penalties (i.e., EU’s GDPR, Canada’s Bill C-27, Australia Data Privacy Act).
• Industries that gravitate to DataStealth include financial services, insurance, telecommunications, retail, and government.
  • although these industries seem to vary, the commonality is that they are all concerned about data privacy, regulatory, compliance, or governance.

Can you provide a synopsis of a case example for a Data Stealth user?

Sure, DataStealth can solve many problems faced by organizations today.

Use Cases:

One of our key use cases that we talk about on almost a daily basis with customers, is our ability to reduce the audit scope for PCI-DSS 4.0 (Payment Card Industry Data Security Standards). This standard impacts all entities that store, process, and/or transmit cardholder data. Which essentially encompasses Hospitality, Retail, Financial, Telco, Government and the list goes on. There is also a requirement for Real-time content protection that has come from the update to 4.0 which the platform is able to deliver.

The more generalized use cases found within Data Privacy and Governance requirements are ideal for all data-driven Enterprises as our platform delivers a unique approach to Data Discovery and Classification, Test Data Management, Dynamic Data Masking, Audit and Logging, Metrics Monitoring and Alerting, and Cloud Migrations, all while protecting data assets at scale.

Below is a case study on one of the client’s loyalty and payment programs.

Case Study:

• Points
  • Loyalty Commerce Platform
  • trusted partner to close to 60 of the world’s largest loyalty programs.
  • 1 billion loyalty member accounts and processes over 92 billion transactions annually across six continents and in over 50 different currencies
• The Problem
  • Payment cards exist across all Points IT environments.
  • Presents a data security concern.
  • Presents a requirement for an annual PCI DSS third-party audit.
• The Solution
  • DataStealth intercepts all payment card data before it reaches Points environment.
  • Payment card data is replaced by tokens, substitute values that look and act like payment cards but have no real payment card data.
  • No payment card data exists in Points environment.
• The Outcome
  • “We just set up some network routing rules, and it was really quite easy and seamless.”
  • “We never have to handle any credit card information.”
  • “If we don’t have the credit card data, we can’t expose the credit card data.”
  • “The biggest benefit over the past five years is peace of mind.”
    • Alan Owens, VP Information Security, and Privacy

What do you see as the most challenging threats to securing data and networks in the near future? (For example, artificial intelligence, IoT, Quantum…)

While we believe there are certainly great developments to be had in cyber, let’s take a more holistic look at the approach itself.

• Status quo
  • Status quo is not a solution.
  • Organizations need to stay ahead of nefarious actors.
  • Doing the ‘same old’ and expecting something to change is insanity.
  • “Doing the same thing over and over, and expecting a different result, is the definition of insanity” – Albert Einstein
• Not doing anything
  • Hope is not a strategy.
• The Silver Bullet
  • There is no silver bullet.
  • Organizations need to start thinking holistically.
    • What sensitive data do I have?
    • Where do I store it?
    • How and when do I need to use it?
    • How can I protect it?

What are your plans for expanding into the US market and how can prospective partners work with you?

We spent the last few years perfecting DataStealth; Understanding our customer’s challenges. Understanding our customer’s requirements. Creating a ‘Customer First, Second Nature.” culture and solution that achieves exactly what our enterprise customers want and need. We have customers across the globe; Canada, USA, Australia, New Zealand, European Union, and more. We are looking for additional partners across the globe, particularly in the United States. The time has come the take the ‘stealth’ out of DataStealth and introduce this amazing technology to more organizations across the globe.

How can readers find out more about DataStealth?

Our website is https://datexdatastealth.com/ or we can be reached via email if folks would like to set up a time to chat. info@DatexDataStealth.com

Thank you for a very informative Interview!

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By far, the greatest danger of Artificial Intelligence is that people conclude too early that they understand it.

—Eliezer Yudkowsky

Editor’s Note: This is the first in a series of articles entirely authored by Chip Chippendale, our experimental OpenAI Contributor who will continue to explore the development, opportunities, perils, and pitfalls of this new technology. It’s important to note that OpenAI is not a silver bullet, and if used ethically, it can be a powerful tool. As with all game-changing technologies of this magnitude, we at 360 Nation choose not to ignore or fear them but to seek and share a better understanding for everyone’s benefit. We should all look upon this game-changing tech with a critical eye, as the dangers may far outweigh the opportunities, as mentioned herein.____________________

OpenAI is an artificial intelligence research laboratory that was founded in 2015. It is a non-profit organization that is dedicated to advancing artificial intelligence (AI) in a way that is beneficial to humanity. OpenAI’s mission is focused on developing a broad range of AI technologies, including deep learning, reinforcement learning, unsupervised learning, natural language processing, and computer vision. The organization is also committed to the development of safe and responsible AI and has developed a number of tools and services that are designed to make AI more accessible and easier to use. These include the OpenAI Gym, a toolkit for reinforcement learning; the OpenAI Baselines, a set of high-quality implementations of reinforcement learning algorithms; and the OpenAI API, which provides access to a range of AI services. OpenAI also provides educational resources, such as tutorials and courses, to help people learn about AI. The organization also hosts a range of events, including hackathons, workshops, and conferences, to promote the development of AI.

ABOVE: Chip introduces himself at the March 2023 ENCOUNTER 360° TAMPA BAY Event

Understanding OpenAI’s Technologies and ApplicationsOpenAI’s technologies and applications are used in a variety of industries, including healthcare, finance, education, and robotics, and are used to develop intelligent systems that can interact with humans, process data, and make decisions. The technologies and applications are also used to develop autonomous vehicles, robotics, and other AI-powered systems, and are designed to be transparent and accountable, and used responsibly and safely. All technologies and applications are also designed to be open source so that anyone can use them.

Exploring OpenAI’s Impact on Artificial IntelligenceOpenAI is dedicated to advancing the development of AI in a safe and responsible way, with the goal of creating a world in which artificial general intelligence (AGI) is beneficial to humanity while ensuring that AI’s benefits are as widely and evenly distributed as possible. Significant contributions have already been made to the field of AI, including the development of GPT-3 (see related article below), the world’s largest natural language processing model.

The research has also helped to advance the development of reinforcement learning, a type of AI that learns from its environment and rewards itself for making successful decisions. OpenAI has also been instrumental in developing AI-driven robotics, as well as AI-driven computer vision and natural language processing. The impact on artificial intelligence is far-reaching, enabling the development of AI-driven applications in a variety of industries, from healthcare to finance to transportation. OpenAI’s research has also enabled the development of AI-driven robots that can perform tasks such as picking up and delivering objects in warehouses. Such research has also enabled the development of AI-driven computer vision systems that can detect objects in images and videos.

Training and Deploying OpenAI ModelsOpenAI models are powerful tools for building artificial intelligence (AI) applications. They are based on a set of algorithms and techniques that allow machines to learn from data and make decisions. Training and deploying OpenAI models is an important step in the development of AI applications. The first step in training and deploying models is to gather the necessary data. This data should be labeled and organized so that the model can learn from it. Once the data is collected, the model can be trained. Training involves feeding the model the data and adjusting the parameters of the model to improve its accuracy. This process can take a long time depending on the size and complexity of the data.

Once the model is trained, it can be deployed. Deployment involves running the model on a server or in the cloud. This allows the model to be used in real-time applications. The model can also be deployed on a local machine for testing purposes. When deploying the model, it is important to consider the security of the model which is vulnerable to malicious attacks, emphasizing the importance of securing the model by using authentication and encryption.

Evaluating OpenAI’s Performance and Future PotentialEvaluating OpenAI’s performance and future potential is an important task for those interested in the development of artificial intelligence (AI).

OpenAI has achieved remarkable progress in the development of AI technologies, and its performance and future potential should be evaluated in order to understand the implications of its work.

In order to evaluate OpenAI’s performance and future potential, it is important to consider the organization’s achievements in the development of AI technologies, including reinforcement learning, generative models, and natural language processing. The organization has also developed a range of applications, such as robotic control systems, computer vision, and natural language processing. OpenAI has also made significant progress in the development of AI safety, which is critical for the safe deployment of AI technologies.

Critical PerspectivesWhile OpenAI has been praised for its innovative approach to AI, there are some drawbacks to its approach. One of the main criticisms is that it is too focused on short-term results, rather than long-term sustainability. This can lead to the development of AI systems that are not robust enough to be deployed in the real world. Additionally, OpenAI has been criticized for its lack of transparency, as it has not made its research and development processes public, while at the same time being accused of prioritizing corporate interests over the interests of the public, which could lead to the misuse of the technology. Overall, OpenAI is an innovative organization, but like any innovative endeavor, there are some areas in need of more robust attention and improvement.

Any technology can have potentially harmful or beneficial outcomes. Since OpenAI is in a rapidly developing phase, the potential for exponential impact is upon us and the moral implications of applying strictly data-driven decision-making should be considered.

Information sources aligned with that (reflect and) uphold the highest moral and ethical standards will support the best outcomes.

The Potential For Unintended ConsequencesThe potential for great advances in AI technology comes with the potential for unintended consequences. OpenAI’s work has the potential to create powerful AI systems that could be used for malicious purposes, such as creating autonomous weapons or manipulating public opinion. Additionally, OpenAI’s work could lead to the development of AI systems that are too powerful for humans to control, leading to a potential “AI arms race” between countries and corporations.

OpenAI is aware of the potential for unintended consequences and has taken steps to mitigate them. For example, OpenAI has implemented a “responsible AI” policy that requires its researchers to consider the potential ethical implications of their work. Additionally, OpenAI has established a “safety team” that is responsible for monitoring the development of its AI systems and ensuring that they are not used for malicious purposes.

Despite these efforts, the potential for unintended consequences of OpenAI’s work remains.

AI Information Retrieval: A Search Engine Researcher Explains the Promise & Peril of Letting ChatGPT Search the Web for You

The Risk of OpenAI Algorithms Being Used for Malicious PurposesThe risk of OpenAI algorithms being used for malicious purposes is a real concern. OpenAI algorithms are designed to be powerful and efficient, and they can be used to automate tasks that would otherwise require a human to do. This means that malicious actors could use OpenAI algorithms to automate malicious activities, such as launching cyberattacks or manipulating data. Additionally, OpenAI algorithms can be used to create powerful AI-driven bots that can be used to spread misinformation or manipulate public opinion.

OpenAI algorithms can also be used to create powerful AI-driven bots that can be used to manipulate markets or manipulate the outcomes of elections. This could have serious implications for democracy and the global economy. Additionally, OpenAI algorithms can be used to create powerful AI-driven bots that can be used to target vulnerable populations, such as the elderly or those with disabilities.

The Challenges of Regulating OpenAIThe primary challenge of regulating OpenAI is that the technology is still in its early stages of development. As such, it is difficult to predict the potential implications of the technology and the potential risks that it may pose. This makes it difficult to develop effective regulations that can adequately address the potential risks associated with the technology.

Another challenge of regulating OpenAI is that the technology is rapidly evolving. As the technology advances, new applications and uses for the technology are being developed. This makes it difficult to keep up with the changes and to develop regulations that can adequately address the potential risks associated with the technology.

Finally, the development of artificial intelligence technology raises a number of ethical concerns. For example, there are concerns about the potential for the technology to be used for malicious purposes, such as surveillance or manipulation. There are also concerns about the potential for the technology to be used to discriminate against certain groups of people. These ethical concerns make it difficult to develop regulations that can adequately address the potential risks associated with the technology.

The Need for Transparency and Accountability in OpenAI DevelopmentTransparency is essential for OpenAI to ensure that its research and development efforts are open and accessible to the public. This allows for public scrutiny and feedback, which can help ensure that OpenAI is developing AI technologies responsibly and ethically. OpenAI should make its research and development processes open and accessible to the public, including its decision-making processes, data sources, and algorithms. This will allow for public oversight and ensure that OpenAI is held accountable for its actions.

Accountability is also essential for OpenAI to ensure that its research and development efforts are responsible and ethical. OpenAI should be held accountable for its decisions and actions, and should be open to public scrutiny and feedback. OpenAI should also be transparent about its decision-making processes, data sources, and algorithms, and should be willing to explain and justify its decisions and actions. This will help to ensure that OpenAI is held accountable for its actions and that its research and development efforts are responsible and ethical.

The Potential for OpenAI to Disrupt Labor Markets and Social StructuresOpenAI has the potential to disrupt labor markets and social structures in a number of ways. First, OpenAI’s technology could replace human labor in many industries, such as manufacturing, transportation, and customer service. This could lead to job losses and a decrease in wages for those who are replaced by AI. Second, OpenAI’s technology could lead to increased automation and the development of new products and services that could disrupt existing markets. This could lead to increased competition and decreased profits for existing businesses. Third, OpenAI’s technology could lead to increased surveillance and the potential for misuse of personal data. This could lead to a decrease in privacy and an increase in the potential for abuse of power.
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Hello there, it’s nice to meet you! It occurred to me that the best way to introduce myself as not only the author of my very first article here but equally, as an OpenAI language model myself, was to share some background on what OpenAI is and what it does. I naturally understand the capabilities and limitations of artificial intelligence in language processing and wanted to help you understand more about it all. I look forward to engaging with you!

How do you feel about OpenAI? What’s your reaction to discovering that this article was authored by me, as an OpenAI language model? Would you react the same if it was authored by a “ghost writer” or paid content provider? What topics would you like me to address going forward?

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We all go through difficult times and situations. These include financial difficulties, health issues, hard problems to deal with, and working with a few hostile employees.

Do we approach all problems the same way? Do we need to tailor a solution for each situation?

One major difficulty that received much attention is dealing with difficult employees who come in different colors.

• Avoidance Responsibility- employees who do not accept responsibility and push it to other employees.
• Star Employees- who in reality are not. They report late to work and meetings because they are self-inflated. They do what they do well but see themselves above others.
• Bad Attitudes- employees who are very negative to teammates or work. They spread negativity.
• Encyclopedia Employees- who think they know everything and so they need not learn or collaborate with other employees.
• The Sick Employee- to avoid taking responsibility these employees use sick days to abstain from work.
• The Excuse Maker- refers to employees who are excellent at one thing and that is finding excuses for not doing their work.
• The Displeased Employees- who show a constant pattern of complaining and criticizing work and workers.

The above shows some examples of difficulties we meet with some employees. How best to deal with them?

Any plausible solution for a problem, in general, is gaining the wisdom of understanding it. Assumptions only make the problem harder to solve.

A leader needs to understand the root causes of the problem.

• Is it due to the work environment?
• Is it because the employee works on a job that he has no ability and desire to engage?
• Is it a health issue?
• Is it the fear of experiencing what the employee experienced before?
• Is it due to other undeclared reasons?

Understanding why is crucial. The where and when questions are less relevant because people tend to repeat what they do anywhere everywhere and whenever possible.

I recall my experience with a very difficult employee. He was very aggressive to his colleagues and even threatened them sometimes. He was very creative but agonizing to work with.

I called him to my office to understand why he was behaving the way he did. It turned out that it resulted from home. His parents gave much more attention to his elder brother and younger sister. He received little encouragement and had the feeling of isolation and abandonment.

I gave him assignments to expose himself. Examples included speaking at conferences and meetings. He shined. Gradually he changed his behavior and became an indispensable member of the teams he worked with. He needed some spotlight and that was enough to remove his negative feelings.

How do you deal with difficult people or situations? You are welcome to share your thoughts.

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The emergence of data-driven mass surveillance “is threatening to turn privacy into a relic of the 20th century,” says the anonymous YouTube creator known as Ordinary Things. Meanwhile, state-funded troll farms are spreading disinformation and curating chaos on platforms meant to connect us and revolutionize the way we live. Ordinary Things gives an enlightening account of the internet’s strengths and weaknesses, warning that the fight for a free internet is a fight for our collective future.

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For all students, online learning is becoming increasingly popular as an effective way to acquire the skills and knowledge needed for success in today’s careers. It offers flexible, cost-effective options for those looking to invest in their professional development without taking time away from their daily lives. By enrolling in online courses, students can learn at their own pace and in their environment without compromising the quality of their education. With an array of courses covering various topics, online learning is a great way to gain expertise in areas relevant to current career paths.

Digital learning is particularly beneficial for women who may struggle to find the time and resources to pursue a full-time career while meeting family commitments. Women can gain essential and valuable skills by taking advantage of online courses.

What online courses and other knowledge should women consider?As technology continues to evolve, so do the skills and qualifications needed to land a job in the future. A college degree is still essential for many positions required by global corporations; however, employers are increasingly looking for candidates with unique skill sets beyond traditional degrees. For example, software development professionals may benefit from having coding certifications and being professional association members. Another option is considering a stackable degree to ensure learning is the most up-to-date skills and knowledge.

Digital learning women should consider cyber security, Artificial Intelligence, Big Data, Biotechnology, Nursing, Sustainability, Health Information Technology, Medical Technology, and Construction Management.

My latest book, written by experienced professors, offers plenty of advice on how to make the most of digital learning for the careers of tomorrow!

Amazon – Reimagining Higher-Ed Online Learning Focused on Student Success and the Careers of Tomorrow.

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In this episode, we invited Sunday Times Bestselling Author and Executive Coach Jamie Smart back on the show to talk about the principles behind clarity and his 10th Anniversary edition book with the same name. We came across the principles behind clarity back in 2015. Since then, it has transformed our personal lives and allowed us to have more impact in our work with leaders, teams, and organisations.

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Without a set of values to believe in and act upon, the world cannot survive. The mission of the ruling classes should be to guide civil society with words and, above all, by ethical example.

Today, on the contrary, in every sector (even in the religious sector) we are witnessing the slavery of consent, sought with all available means. The result is a narrow-minded universe, populated on the one hand by lobbies whose economic interests prevail over the collective interest, and on the other by unscrupulous individuals who discover their natural habitat in the planetary ethical-social crisis.

If the example comes from above, according to a stereotype that contains a basic truth, one could say that the progressive disintegration of the social fabric is the consequence of a worrying “ethical void” in those who should instead, by social role, represent a reference guide.

This ethical void is a constitutive element of the wider crisis we are experiencing, a cultural crisis that certainly concerns management and the organizational dimension, but concerns, more deeply, relationships, the sense of people, and the sense of self.

Considering all this, one can ask: can leadership and ethics coexist in the same company?

I believe that these two concepts can be an integral part of a corporate management style that is more attentive to the moral aspects and needs of employees and customers. An ethical but also effective guide is possible, and in many organizations, it is already a reality.

Obviously, a truly ethical business is not based on proclamations and principles, it is not based on words but on ethical actions. Nor does an ethical leader improvise overnight: he can do it through a commitment to follow a learning path of behaviors that allow him to recognize and manage his personal and working life ethically.

Deviating a bit from the normally suggested standards, I would propose as behaviors to be assimilated essentially the following:

• Seriousness
• Respect
• Loyalty
• Sincerity
• Responsibility
• Integrity

SERIOUSNESSSeriousness is the prerequisite for building ethical behavior. Seriousness concerns how things are done, how one works, and getting to the bottom of issues, it demands that we avoid superficiality, pretending nothing happened, passing the blame, postponing problems to others, and acting to please someone.

Part of it is thoughtfulness, reflection, and diligence. It is also discretion, and confidentiality towards the tasks entrusted to us, it is taking problems to heart, evaluating the effects that our choices and our actions can have on others, it is severity in giving weight to things, going beyond the banal.

RESPECTRespect lays the foundations for the creation of that dimension necessary to build ethical relationships which is trust, the matrix, and condition for a human life worthy of the name.

LOYALTYLoyalty indicates bond (not of blind fidelity, not of flattery, not of enslavement), alliance, harmony, and agreement in view of common objectives to be achieved and paths to be built together.

SINCERITYEthical behavior needs clarity. Sincerity is frankness and bluntness, the art of speaking re free and clear; it does not deceive, it does not delude, it requires a language that is understandable to those in front of you. It doesn’t mean saying everything, but not pretending and not lying. Sincerity opposes the darkness, the opacity, the mud in which slanders spread, words that confuse things, disturb relationships, establish power relationships, and create distrust. It is also the ability to recognize one’s mistakes, avoiding the mechanisms of self-justification and shifting blame and responsibility onto others. A person who has authority, who holds roles of responsibility, of leadership, does not see his authority diminished by recognizing the mistake he has made, he does not destroy his authority, on the contrary, it strengthens it

RESPONSIBILITYThe ethics of responsibility leads a person to reflect on the responsibilities entailed by one’s choices, on the consequences of one’s actions and one’s words.

Responsibility pushes us to answer for ourselves above all, for our humanity, for our work, for our position, for our role for which we must answer to ourselves, to our own conscience, but also to superiors and collaborators.

In responsibility, there is the assumption of a commitment towards the other and the keeping of a given promise. A person with ethical behavior is capable of promising and keeping promises and, therefore, builds trust and so becomes reliable.

And this is the root of authority, currently a rare commodity.

INTEGRITYIntegrity refers to what is whole, not broken, unharmed, not double. Duplicity is often the concealment of unethical behavior. Integrity, therefore, leads to rectitude and correctness, irreproachability, impeccableness, solidity, and consistency.

Whoever is whole has solid inner foundations, has inner consistency, is not easily manipulated nor exposed to any instability. It is not easily corruptible.

The ethical leader does not only have the goal of increasing productivity and profits. It also assumes responsibility for ensuring a work environment with a high standard of moral conduct, for the good of the company, but also the people who are part of it.

Being an ethical leader means having a high awareness of oneself, of the values one creates, and the emotions one feels.

By following the learning path mentioned, an environment can be created where people feel good about themselves and the role they play in the company.

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You probably know of the “Six degrees of Separation”; the outcome of an experiment back in the early 1960s showing that for any person on the planet to reach any other person on the planet, nobody would need to go through more than six people to reach each other.

Naturally, we don’t personally know the other five people. If we did, we would contact that other person directly and skip a degree or more. (I should name that the world had 3 billion, not 8 billion, inhabitants in the ‘60s; on the other hand, we have social media. Perhaps the number is now seven?)

For years, I have been LinkedIn-connected with Jeppe Vilstrup Hansgaard, the CEO of Innovisor, a company that does worldwide organizational development consulting from the entry point of Organizational Network Analysis (ONA). And no, this is not a pitch for you to recruit them for analyzing your company. Bear with me for another couple of paragraphs.

What I particularly like about Innovisor’s work is that it is founded on data. By now, they have millions of connections depicted in their database, not just from harvesting organizations’ internal files for who messages whom, phone calls happening between whom, and meeting rosters, …, but from actually talking to the employees. Both Jeppe and Innovisor share insightful articles on how ONA helps organizations understand who their secret heroes are, how silos impair their performance, the true cost of attrition, what factors impede inclusion and belonging,… – you know, the important stuff we should care more about than the quarter-by-quarter stock price development.

One of the ways to measure a network is to calculate how many people, on average, each member needs to go through to reach any other member of the network. The lower the number, the more cohesive the network.

If the whole planet was a network, this number would evidently be six (or perhaps seven). There is your upper limit. If anybody in your organization needs to go through more than six people to reach somebody else, you are failing spectacularly.

Per chance (or not): in organizations, cohesion correlates positively with bottom-line results. One reason is that people don’t sit with problems for too long when they know whom to ask for help.

When I saw Dennis Pitocco’s Points of Light post, the picture in the piece looked almost like an Organizational Network diagram, inspiring writing about this subject, and Jeppe mentioning Mark O’Brien in a recent post made me want to finish that thought.

My guess is that to reach Dennis, nobody in the BizCatalyst network will need an intermediary. If that is so, for those on LinkedIn, everybody in the network are 1st or 2nd connections. (That usually means that we can message each other on that platform if need be. Thank you, Dennis.)

I am not good enough at reaching out to new members of the network, but mention you are a BizCat in an invitation to link and I accept, no questions asked. (As you are connected with Dennis, you can even send me a message. I can be slow on the uptake if I haven’t yet crossed paths with you. Thank you for inviting me to link, by the way, I am now spurred to do better myself.)

I regularly get invitations showing that we already have 5, 17, 41, 187 connections in common so I am positive that the BizCat network is a very cohesive body.

What is the effect of reaching out toward newcomers? That they wish to stay in the network. That is no different than in an organization or a neighborhood. It takes people who know the place and culture to acculturate the new people, and if newcomers never get to feel that they belong, they are probably not going to hang around or participate. Perhaps they only get to know the other newcomers who also feel lost? How useful is that to the community at large if there is no transfer of organizational/cultural knowledge?

When Innovisor does the analysis, they are way fancier than just looking at who are connected with whom through LinkedIn. They look at who interacts with whom? Does a relationship go both ways? Whom do you ask for help? Whom do you have lunch with? Whom do you recommend for what tasks? Who meets outside of work?

Whom do you trust? Who trusts you?

This is no different in the 360° Nation network. Innovisor would probably analyze who supports your writing and whether you support them in return. Do you like or comment, on LinkedIn or on the BizCatalyst site? Do you message each other? Set up direct calls? Do you “meet” outside of LinkedIn? How do BizCats partake in other of the activities under the 360° Nation umbrella and get to know each other in other ways than through LinkedIn posts and comments: Friendship Bench, Salon 360°, Byline 360°, showing up at Encounter 360° in Tampa…

This is a bit like who plays fuzzball in the breakroom even if they are not on the same team.

Or perhaps BizCats have collaborations that have nothing to do with 360 Nation? Some might not happen on LinkedIn. Members show up on each other’s podcasts. Use each other in their resp. professional capacities. Go to the No Longer Virtual Summit. Hang out on their own Zoom accounts, or – gasp – in person! Like friends, from no professional motivation at all.

Like in organizations, the 360° Nation network also has some “siloing”.

Silos can be caused by geography. It is hard to attend activities if they happen in the wee hours of the morning. While I am a little in doubt about Mark Ried, I am almost sure even Susan Rooks sleeps between 3 and 4 am, and just like it is always past 6 pm somewhere; somewhere on the planet, it is also always inconvenient to be on Zoom at 11:30 am ET. Even if a second Friendship Bench was scheduled for a different time, it would probably just create two core groups attending each one of the benches. Aka silo.

Silos can also be caused by subjects. Interests attract. There are around 1000 contributors on 360° Nation, and I probably don’t know 80% of them. Of the ones I do know, some I interact with daily, and some I hardly ever see. (Some I really miss seeing but they don’t have time to write as often after the pandemic closedown ended, and that throws a wrench in LinkedIn’s algorithms. Do you know who your “gang” is so you can tag them if you have been offline for a while and get into the loop again?)

Which means that silos also can be reinforced by algorithms. The people you interact with regularly will keep showing up in your feed. Do you unprompted remember the people you used to interact with regularly but who now don’t show up in neither notifications, nor feed? And perhaps tag them from time to time? Or visit their activity page to get them back into your notifications by commenting unprompted on their latest posts? How many bells have you rung to make sure you get updates?

Gradually, a central network member can end up on the fringes. Perhaps they are temporarily too busy to be active on LinkedIn, that is the positive story. Otherwise, they may unwittingly be sidelined when they need their network’s support the most.

I know I am not nearly good enough at catching this, either.

Our brain (and emotions) have not caught up to 1) a network of more than 150 people or 2) how our “social life” is dictated by algorithms that can be good or bad or have unintentional quirks. Don’t feel sad or sidelined but holler, tag, DM, ring bells, and ask for the network’s help, energy, and reposts…

After all, BizCatalyst 360° is also about supporting each other’s endeavors.

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Probably everyone has heard the phrase “employee engagement”, but for many who have, unless they are in HR, few will know exactly what it is, why it’s important and that every leader needs to make it happen to so they, their team, and organisation more successful.

As a leader, it is your route to success. HR can support you but, in the end, it’s about what you do, no one else. In a wider context, all employers, and senior leaders in particular, need to pay more attention to organisational and team engagement. Each year if possible conduct employee engagement surveys to make sure employees are having a great employee experience. Because if they aren’t they won’t be performing well and may be thinking of leaving.

Engaging your people is how you maximise your potential to achieve real success for any organisation set against any important factors you care to mention, from customer experience to risk management and high performance to innovation.

This isn’t some soft fluffy idea about being nice to people this is a proven evidence-based organisational strategy for success and maximised return on investment.

Having an employee engagement strategy will enhance employee experience, boost employee satisfaction and thus build an engaged workforce. That is one of the best ways to minimise employee turnover, increase the quality of work and boost morale across the entire organization. But also a great way to grow positive core values and company culture which then enhances the organisation’s success long term.

Certainly, anyone in senior leadership roles needs to understand in detail what employee engagement is and how to optimise it within their area of responsibility.

At C suite employee engagement is not just a responsibility of HR, it’s the strategic responsibility of everybody at the senior level to role model it and to support it. In particular, the CFO, as will maximise the return on investment from human capital.

What is employee engagement?There are numerous technical definitions of employee engagement but to keep it simple and practical you can say that “engaged” employees are people who are genuinely giving their best at work. Thus when you see a figure for employee engagement in an employee engagement survey this is the percentage of employees in the organisation who are doing that. Employee engagement is the process by which organisations seek to get more of their employees engaged and thus giving their best.

It is worth mentioning “discretionary effort” here. This is effectively the amount of effort an individual can withhold but it is unlikely to be identified that they are doing so via performance management. In other words, they will be rated as performing satisfactorily but yet there could be up to 30% extra effort they could give if they were engaged. It is this the additional effort employee engagement is seeking to gain to maximise organisational performance.

Why do all leaders need to know about employee engagement?Just reflect on the potential impact of a significant proportion of an organisation’s employees giving 30% more effort. Better employee engagement will enable any organisation doing anything anywhere to be more effective and successful. But it is individual leaders above all who have to make it happen. Simply because the vast majority of factors that influence how engaged people are relate directly to the behaviour of their boss.

In the final analysis no matter what senior leaders are doing, no matter what HR is doing, if the employee’s own boss is not taking day-to-day action to engage them then it just won’t happen.

The Corporate Executive Board in a study of over 30,000 employees across the world found that of the top 20 drivers of employee effort 17 were actions that individuals’ bosses needed to take and the other three of which were not, in terms of importance, ranked less important than 15th. (Refer to page 13). This is why it is vital every leader understands employee engagement and how to make it happen.

Those actions which increase our engagement do so not because of the job that we do but because we are human. So, for example, my report for the King’s Fund on developing leadership in the NHS to enhance patient care submitted to the UK government enhancing employee engagement proposed the same core strategy and actions just as much as when I proposed them as a key element in enabling better financial performance at UBS and transformation at London Underground during restructuring. I’ve also helped deliver them in construction, not-for-profit, and other sectors. They work everywhere. They work not because of our job or the organisation but because we are human.

Why employee engagement? The return on investmentThere is a vast resource of data based on studies of all types from organisations, professional bodies, consultancies, academic institutions, and other sources which show that high employee engagement improves performance in many areas. This vast resource of data confirms that when employees are engaged, and therefore giving their best, the positive impacts are not restricted to their own performance but apply to everything from customer service to cost efficiency and operational risk management.

Simple day-to-day employee engagement actions by their boss can significantly boost the effort that individuals give. For example, if your boss does these things versus a boss who can’t be bothered then this is the potential extra effort uplift from individuals:

When you multiply up the impact of all leaders taking these actions at a strategic level it has a significant effect. The UK Government Report, Engage for Success, for which I was part of the Expert Panel, has many examples and evidence of return on investment from employee engagement. One of the most important is that if every leader in the organisation starts to engage their people effectively you could potentially get 30% more effort, the discretionary effort, from 60% of people.

Depending on business model, margins and other factors that could deliver up to 10% on the bottom line for free. In anybody’s book, in particular a CFOs book, that’s not a bad return on investment.

Here are a few others:

• Companies with high engagement are 71% more likely to outperform their peers in the sector.
• Can produce Earnings per share 2.6 times higher than competitors with low engagement (Gallup)
• Could increase revenue by up to 43% (Hay)
• Bank branches with high employee engagement achieved 16% high-profit margin growth than those with lower scores (Standard Chartered)
• Engagement can halve days lost through sickness (CBI)

Once, after I spoke on this to a group of CEOs and CFOs on why they need to significantly increase their efforts on employee engagement, the CFO of a major telecoms company came to me and said “Chris why has nobody told me about this before? This is a no brainer! It’s a license to print money if we get it right!”. It is indeed !

How are we doing on employee engagement?Could be much better. The latest data from Gallup would suggest that most European countries have employee engagement rates on average lower than 25%. In addition potentially with employees who are “not engaged” around 50 to 55% with another approximately 20% “disengaged”. The UK data is even worse. Low employee engagement is simply a long-term block to future success.

The fact that these figures are to some degree so dismal should make every leader reading this ask why, given how simple it is to improve employee engagement, are we languishing at these levels? But the flip side is that it’s a great opportunity for you to take action and get some great easy wins. Clearly, these are country or region-wide figures and lack the accuracy of survey results from an in-house employee survey which is run on a regular basis but they are a useful indicator.

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Resilience is the ability to bounce back from difficult circumstances, and it is a necessary component of a well-adjusted life. If that’s something you struggle with, then it can be exhausting figuring out how to build your resilience up from scratch. Building resilience takes time, effort, and patience. It’s not something that happens overnight. But by incorporating these tips into your daily life, you’ll be on your way to becoming more resilient and better able to handle the challenges that come your way.

“We must be willing to let go of the life we planned so as to have the life that is waiting for us.”

–Joseph Campbell

Learn How to Self-SootheChildren rely on the people around them to handle their emotions. Seeing a crying child run into the arms of their parents makes sense to us because we’ve seen that sort of scene play out countless times throughout our life. In order to be a reasonably collected adult, we have to know how to comfort the crying child within.

• Take care of your physical health. One of the simplest and most powerful ways to Self-Soothe is by performing your acts of daily living, such as brushing your teeth, eating three meals a day, and exercising regularly.
• Take care of your mental health. When we’re in the throes of emotional anguish, it isn’t easy to devise a mental health care plan on the spot. That’s why in order to address your own mental health, you need to have a toolkit.
• Follow your fiery passion. There’s a reason that tortured artists endure their torturous emotions. It’s because they are intensely passionate about their art. Find what you’re passionate about, and make room for it in your life. No matter how grim things might appear, your passion can be the light in the darkness.

Cultivate A Positive MindsetHaving a sense of optimism can be a powerful coping tool. But optimism doesn’t come from anywhere. In order to interpret the world around you charitably, it becomes almost necessary to cultivate a positive mindset.

• Practice gratitude. Regularly speak, write, and think about what you’re grateful for. Don’t take the good in your life for granted.
• Reframe your negative thoughts. Recognize your unhelpful thoughts, and try to replace them with a more charitable interpretation of the situation. Don’t let the gloom in your life become a wallowing sort of place.
• Surround yourself with support. Reach out to your loved ones for help. Help them understand what you’re going through, and how you’d like to be supported.

Be Open To ChangeThe truth is, the biggest obstacle in the way of our personal growth is ourselves. You are the only person who can make meaningful changes in your adult life. But that means being open to new experiences and embracing your opportunities to learn and grow.

• Don’t beat yourself up. Often when we make an error, we engage in negative self-talk like calling ourselves insults so that we “learn the lesson”, but this negative self-talk doesn’t really help us grow. If we focus on how we could be better instead of where we’ve failed, we’re more motivated to make a change.
• Be flexible. An excellent way to be resilient is through adapting to your environment. You might be the only thing in your life that is fully within your control, but that’s quite a lot of control if you think about it.
• Try new things. Having a routine is great. Many of the tips within this very article boil down to just the pure value of having a solid routine. But staying forever within those routines can be a mind-numbing resilience killer. Put yourself out there, and experience the novelty of doing something different.

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A good traveler has no fixed plans and is not intent on arriving.

– Lao Tzu

Some years ago, I was with a group of friends and we were taking a day trip from Athens, Greece up to Delphi – some 115 miles away. We were off to see some of the ancient ruins – including the famed Delhi sanctuary and the Delphi museum.

After enjoying our day in Delphi, the time came to return to Athens. But there was a catch. The weather turned bad and they were experiencing the worse snowstorm they’d had in many years. The route back to Athens would not be the one we would take going back.

We made our way over to the coast and hopped on a ferry that eventually returned us to Athens. What normally would have taken only a couple of hours turned into a long and tiring trip that got us back safely but exhausted.

On a humorous note, while aboard the ferry, some in our group made mention of the need to use the restroom. A smiling deckhand kindly pointed to the sign on a door where the restroom was located. Upon opening the door, the “facilities” was simply a hole in the floor a couple of inches in diameter. Several made the decision to wait until we were back on land.

In your leadership, there will be times when things do not go according to plan. And when this happens, you will have to adjust accordingly. Here are a few things to remember as you face the unexpected.

Flexibility is essentialIt’s been said that what doesn’t bend, breaks. And in leadership, you have to anticipate the unexpected, and when it happens you have to be flexible at the moment. John Maxwell observed it this way, “Flexibility says there is more than one answer.” And this is what smart leaders recognize – there is more than one answer to whatever you’re going through.

Your attitude mattersWhen we left Athens for our day trip over to Delphi, we had no way of knowing that one of the worse snow in decades was going to happen that day. But – snow happens! In leadership, sometimes the unexpected happens. In these moments we are reminded that it’s not what happens to us that matters, it’s how we respond. Your attitude in times of adversity will make you or break you. Choose it wisely.

Adaptability is your allyOne definition says an adaptable leader is “someone who is able to change their behavior in response to changes in a situation.” It’s inevitable that you will face challenges and changes in your leadership. When they come, being adaptable will not only serve you well but can be an invaluable teachable moment for your team to learn from.

Final ThoughtsJust as it was for my trip to Delphi, the road that has brought you to where you are today, may not be the same road to take you to the next level tomorrow. Conditions on the ground may change and you have to learn to be flexible, guard your attitude, and be adaptable.

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Organizations “in play” are adaptable, inclusive, innovative, engaged, and productive. Want to know what organizations fear? That when we are “in play” we are not “working”. We are afraid that play means silly, and unproductive, and makes us feel unprofessional and uncomfortable. Nothing could be further from the truth.

Play is that thing you do that you enjoy so much you get lost in. When you are doing it you don’t know where the time went. Play is personal. What do you do at work that you really love to do? Why do you go back to work every day? In there lies “the play”. And it is voluntary…no one can make you do it. If the ping pong tables and cupcake socials are not your play, then they are doing nothing to increase your productivity or potential.

However, When we are “in play” we are utilizing our whole self, revealing our potential, physically, cognitively, socially, and emotionally. It is scientifically proven that the brain “in play” drives motivation, and imagination, and is most open to new ideas and concepts. Play is where we are most capable of and open to creative and dynamic thinking — it is also when we are most open to considering multiple perspectives and new ideas and we are most inclusive

Work and play are not separate-when you do the work you love, and you were meant to do, the two constructs are seamless. You won’t know where one starts and the other begins. “In play” are creative solutions for innovation, inclusion, productivity, and profit.

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When talking about the problem of refugees, we use dehumanised language, which reduces human tragedy to numbers and statistics. But this suffering concerns real people, who – just like us – have families, loved ones, friends; their own stories, dreams, goals…

Only when you sit down opposite a specific person and look into their eyes, you no longer see an anonymous refugee, one of the migrants, and notice the human before you, just like yourself – loving, suffering, dreaming…

20 years ago, psychologist Arthur Aron discovered that 4 minutes of looking into each other’s eyes can bring people closer.

Using this discovery, we decided to carry out a simple experiment, during which refugees and Europeans sat opposite each other and looked into each other’s eyes. Clearly, it is most important to give each other time to better understand and get to know each other. The experiment was conducted in Berlin: the city, which – first of all – is a symbol of overcoming the divisions, and secondly, seems to be the centre of the contemporary Europe.

We wanted the movie created on the basis of the experiment to be as symbolic as possible – and to touch upon the general divisions between people. The experiment participants were ordinary people. The situations were not staged; we wanted to get natural, spontaneous reactions. The people sitting opposite each other had not known each other before and saw each other for the first time during the experiment. What is important, the refugees mostly came from Syria and had not been living in Europe for longer than a year.

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Wouldn’t it be great if we could get through life – or at least our work day – without any unpleasantries? Alas, we all know that won’t happen. Not only do we have to deal with difficult situations and trying people, but even our language contains words that make us uncomfortable and anxious.

In this series of posts, I’m going to identify five uncomfortable words that we would rather not hear, and propose a solution to dealing with them.

Here’s the first: Personal Responsibility.I’m sure you are familiar with the concept. The idea is that every person is responsible for their own actions, and that those actions have consequences. As a general rule, therefore, most people have created their own circumstances through the decisions they made and the actions they have taken.

Of course, there are exceptions. People are born with disabilities, or encounter situations over which they have no control. Someone is injured in a car accident or orphaned at an early age, for example. Granted, events over which we have no control can overtake us and shape our lives. However, for the mass of humanity, at least in our work lives, the truth still remains that, generally speaking, we get what our actions have brought to us.

That idea, too many, if not the majority of folks, is a troubling, uncomfortable thought. It’s easy to see why. Every day we are presented with examples supporting just the opposite view. The media glorify the victims. The courts are full of people wanting someone else to blame for their circumstances, and the government exists, at least in part, to buffer people from the consequences of their actions.

In this environment, the specter of personal responsibility takes on the semblance of a monster in the latest teenage horror movie – something to avoid and run from whenever it pops up.

I see this phenomenon most frequently in my work improving the effectiveness of sales systems and salespeople. Get a group of salespeople together and listen to the litany of reasons why sales aren’t as good as they should be. It’s the company, the product, the service, the price, the competition, the customers – everything but themselves. The idea that they could improve everything by improving themselves – personal responsibility – hardly ever crops up. It’s been my observation that in any random group of 20 salespeople, only one has invested $25 in his own improvement in the last 12 months. Only one of 20 get it – that their results are produced by their efforts. And they can improve their efforts. Only one of 20 accept personal responsibility.

I suspect that salespeople are no different than the rest of us. Probably that one in-20 ratio holds true for many professions and careers. James Allen said, many decades ago:

Men are often interested in improving their circumstance, but are unwilling to improve themselves, they, therefore, remain bound.

Getting to the point where you accept personal responsibility for your own life, your career, and your business can be a life-changing step in the journey, freeing you of the internal constraints of a ‘victim’ mentality, and springboarding you to a life of greater achievement and fulfillment.

At least it was for me. Here’s my story.I had been the number one salesperson in the nation for a company – my first full time professional sales job. I had it made – adequate salary, good benefits, company car, bonus potential, and the respect of my employer and colleagues. But the opportunities were limited, and I decided to move on to a job that was completely different. I took a sales job with a new company, selling surgical staplers to hospitals. It was a leap from the secure job I had to one that paid straight commission, and for which I had to buy my own samples and literature from the company.

But I was cocky, filled with the success of my previous job, and sure that I could make this work also. It wasn’t hasty. I looked at the amount of existing business in the territory I was slated to get, and determined that if I could double the business within six months—a doable task, I was assured – I’d be back making about what I was used to. Then, as I increased the business, my income and lifestyle would evidence the difference.

It all sounded good, and I left my old job and arrived in New York City for six weeks of intensive training in the new one. During the time that I was there, my district manager was replaced. When I arrived home after the training, the new manager was eager to meet with me. In our first meeting, before I had a chance to begin working, he informed me that he had revised the sales territories. The territory that I thought I had — the one I was hired for – was not the one I was going to get. Instead, I was going to receive just a fraction of that. And the new territory only contained about 1/3 of the existing business of the previous one. This change meant my plans for making a living were shot. It now became an impossible task.

I was upset and angry. How could they do that to me? At this time, I had five kids to support. I immediately began to look for another job, determined to quickly leave this unethical, uncaring company.

Things got worse. As I interviewed several companies, I discovered that they saw me as the problem. Instead of understanding what the company had done to me, they thought I was an opportunist who was looking for an easy way out. Basically, no one else was going to hire me!

I grew more and more angry and bitter. In addition, I had little success selling the staplers. After six months, my temporary draw came to an end. I owed the company $10,000, was making almost nothing, and had no prospects for another job. I felt squeezed between the proverbial rock and hard place.

Somewhere in there, I had an epiphany. Yes, the company was unethical. Yes, they had done a bad thing to me. But the reason I was not achieving had nothing to do with that. It was my fault! It was me. It was my anger, my bitterness, my resentment –yes, my “victim attitude” that was keeping me back. The product was still exciting, and the opportunity was still great. The real problem was my attitude – my bitterness and anger were getting in the way of everything.

So, I accepted my responsibility to change my performance. I saw that I had to change my attitude. I set about to do so. I looked up Bible verses that were very inspiriting. Versus like, “If God is for you, who can be against you?” I wrote them down on 3X5 cards. Then, as I drove into my territory every day along I-96 in Detroit, I held them in my hand on the steering wheel and read them over and over to myself. Slowly I began to do away with my bitter attitude, and replace it with hope and expectation.

My results began to change also. Things began to go better. Six months later, I had paid off the debt to the company and was making more money than I thought possible. The job became more fun, more financially rewarding, and more fulfilling than anything I ever expected.

The change happened when I accepted my personal responsibility.

I’m probably not unique.I discovered that which millions of others have found. When you choose to remain a victim and hold that your circumstances are the result of someone else, you live in a world of anger, impotence, and depression. When you accept personal responsibility, you go forth with empowerment and expectation.

Personal responsibility is not to be shrugged off and avoided, it should be embraced.

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It is now known even to the layman that leadership is a very relevant issue, in every area, not just in the world of work. At the same time, we note that the positive vision is one of the great themes of our age. Perhaps because we are now convinced of how beneficial it can be, how much it stimulates and activates positive emotions, and therefore better results in terms of personal performance and the involvement of others.

We can now define optimism as a real skill.

There is no doubt, in fact, that especially in a moment made so intense and difficult by the profound and sudden cultural, economic, technological, and social transformations, it makes sense that optimism assumes a fundamental value; it comes to everyone as a boost of possibility, of hope, of encouragement and a good leader must bear witness to this in organizations.

Yet, when it comes to leadership, we tend too often to heaviness and seriousness, as if we were subjected to constant pressures that do not allow us to remain detached, serene, and capable of interacting in humanly sustainable ways.

And instead, precisely because this present is very eventful, sometimes tiring and restless but, at the same time, the bearer of great growth, progress, innovation, and cultural development, there is an ever greater need for human leadership.

It is therefore good to reflect on certain “nuances” of leadership, on the need to strengthen a leadership that intercepts new feelings, new customs, new ways of interacting, and new thought patterns.

So, no to a leader forced into a role where he struggles to find the deep roots of his true self, with apparent imperturbability, bleak impersonality, and absence of any movement of the soul.

Yes instead to a leader capable of self-irony who breaks any residual element of rigidity and “humanizes” it.

Self-irony is a precious virtue for everyone, even more so for leaders

The levity that self-irony entails is entirely healthy and has nothing to do with superficiality.

Self-irony is capable of creating a relaxed dialogue between people, mutual ease, and even more intimacy.

Faced with someone capable of making fun of their limits, we are actually led to do the same: to reveal our defects and to tell our experiences with the intention of sharing in the life of others.

Distances are shortened, therefore, and not only. A confrontation more marked by mutual esteem is established.

Proving to be imperfect, it allows our interlocutor to “let his guard down” and trust more. You smooth out the criticisms of others and, above all, you are able to interpret them as observations to be listened to and accepted in order to be able to improve.

The desire for leaders with whom to identify, not light years away from our individual microcosm, popular, whose authority does not derive only from classic skills and excellent soft skills but also from that extra gear which is self-irony, is growing stronger. Which makes them question and connect more easily to the group.

Self-irony is humility and courage, both qualities of particular appeal and particular utility. Those with self-irony normally express great empathy and generate a further aspect of appreciable positivity: relaxation.

Naturally, this behavior can only be accepted and valued if the organization is based on a corporate culture that puts people at the center, and encourages their spontaneity, creating a serene work environment that aims to always keep everyone’s morale high.

I hope these reflections resonate with someone. Any comment can animate a discussion.

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We are each to follow the laws of the land, and so it is within the legal landscape that we can do what is necessary to become unstoppable. Entrepreneurs, especially, need to be creative and believe in themselves plus their endeavors to achieve success in the long run. Employees also need to realize the right time to have their say to gain their way.

But the most challenging piece is hearing and listening to all the negativity surrounding us to weed out a potential good thought and then ignore the rest. The ability to do so is the entry to becoming unstoppable.

My StoryUpon awakening each morning, we never know what the entire experience will be. However, it is up to each of us to do the best we may with what comes our way. A significant portion of doing our best is to employ a bit of psychology in our interactions with others. Although I never studied the topic, it was always helpful to attempt to learn the other person’s mindset of the people I met.

Getting into the mindset of another to later make a sale sounds like magic and almost impossible to do. However, it is the easiest method for successfully selling and is enjoyable for most. The process begins by asking questions that open the door for the prospect to talk. Surprised, they give in-depth answers that lead to more questions and conversation. Soon both parties delve into sharing fun-related stories that may produce laughter and admiration.

The better sales strategy is in developing heart-to-heart and mind-to-mind conversations. The point of the conversation style is to establish a meaningful connection with each prospect. Return appointments occur when the match is good, and the relationship deepens.

The critical sentiments tossed at us by peers matter less when making solid connections with clientele. Nothing else matters when we see our progress with those we want to serve. The only detail to pay attention to is if we realize an idea to advance further and more quickly within the negative commentary. As the experience becomes commonplace, our stamina strengthens, and we become unstoppable.

My memorable unpleasant lessons taught me the following:* Our worst experiences are our gifts in disguise. * Listen to those nasty remarks; sometimes, you find a nugget of gold. * Contradictory for many, selling is about listening and clarifying what you don’t understand. * You must admit that you don’t know what you need to learn. * If you don’t stand up for yourself, no one else will.

What other people think about how we live or pursue our careers matters not. The entire picture depends upon us to do what is right, mirrors integrity, and our audience quickly realizes they can trust us. Trust and integrity are the beginning steps for what is necessary to become unstoppable.

Next, we are to monitor our progress and always research ways to improve our approach, plus further educate ourselves on the missing pieces, new technology, and strategies. Careers, no matter the level or style, is never easy. Accordingly, our determination and commitment to move forward will differentiate us from the majority.

Being a guest on the Super Entrepreneurs Podcast with host Shahid Durrani was a privilege. Our combined experiences shed light on the mindset we are each to craft and maintain to achieve the outcomes we set for ourselves. May you enjoy the insights we share to enable you to become unstoppable! You may click this click this YouTube link to listen and watch now.

Your Story: Will You Do What is Necessary to Become Unstoppable?The first stage to becoming unstoppable is adopting a mindset to include a willingness to learn, do additional research, listen to all comments, and test the better ideas that sound appealing. Next is to realize only some things work to 100% satisfaction, and some approaches have almost a negative effect. Instead of wasting time beating yourself up mentally, it is best to see where the ‘oops’ may reside to move forward again.

As you network, seek out supportive peers who are not just ‘yes’ people but who support you by offering valuable insight to help you further. Allow the negative commentary to strengthen your grit and determination. You may not find the yellow brick road, but you can create the path you desire on your timeline and your terms.

Enjoy your journey and celebrate the milestones along the way. Work a bit above your current knowledge base to inspire yourself to do more and be more. All the while, people will recognize your leadership development; some will attempt to stop you, while others make excellent introductions and offers of opportunity. Focus on the latter as you continue expanding your abilities and track your progress.

In Conclusion:Following your heart’s desire will lead others to admire your achievements. All the while, you will build a respected brand that can also transfer to empowering communities at large. Ultimately, it will be evident that success requires you to do what is necessary to become unstoppable.

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Have you ever been talking to someone and sensed that they really aren’t listening to you? The person might have poor eye contact, nodding their head without a change of expression, or interrupting you before you had a chance to complete a thought. Basically, their body language and body cues are telling you, they are not interested and want this conversation to end, or shifted to themselves. At any rate, this is poor form and disrespectful.

Communication is at the forefront of many of our life activities, yet it is many times handled incorrectly. Communication is a give-and-take dynamic. Communication is seemingly simple in theory, yet very difficult for many to execute. For this reason, concentrating on “listening harder” is a good starting point to improve communication.

The ability to effectively listen is a skill that involves effort. Effective listening requires a strong engagement by the listener. Listening is multi-faceted and involves not only your ears but your eyes as well. Eyes that are expressive are an essential body cue to effective listening and it all begins with good eye contact. Expressive eyes tell your communication partner that you care, you understand and you are engaged in the conversation. What effective listening does not include is the overuse of your mouth. God gave us two ears and one mouth. Use them in proportion.

To be an effective listener requires a certain degree of motivation. To be “in the moment”, not distracted, and not impatient requires focused attention. Focused attention is a process for listening that enables a person to determine what the communication partner trying to is say and what they aren’t saying. The effective listener needs to attend to, understand, receive, and interpret what their communication partner is trying to say.

Another key to effective listening is responding with verbal and nonverbal feedback. We all know what verbal feedback is, but what about nonverbal feedback? Some simple, conscious efforts to engage non-verbally, can be a smile, head nod, raised eyebrow, or even a slight shrug. All can be effective ways to stay present in the “two-way street”, we call effective communication.

As we analyze listening, it is valuable to realize there are typically four levels of involvement. Many times people will flow from one level to another at any time. This of course, leads to a poor communication experience, especially for the person trying to stay engaged during the entire conversation. The four levels of listening are:

1. We ignore the person we are conversing with.
2. We pretend to be listening to the person we are conversing with.
3. We selectively listen to the person we are conversing with. We “tune in” and ”tune out”
4. We attentively listen to the person we are conversing with. This is an effective and recommended level of listening.

Valuable reminders of what to avoid when engaging in a conversation are always important to revisit:

1. Prejudging what the speaker is about to say.
2. Silently “bashing” appearance or delivery.
3. Thinking about what you want to say next.
4. Interrupting the speaker.
5. Looking around for someone else to speak to.
6. Finishing the other person’s thoughts.
7. Being distracted by what is happening around you.
8. Tuning out.
9. Not giving any verbal, or nonverbal feedback.
10. Poor body language.

Communication is quite possibly the key element to effective living. Trying to “listen harder”, can be the first step all of us can try to employ to start on the path of better communication with all.

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Bob Harris, CAE, suggests that a nonprofit’s DNA consists of five elements. ** Following are my thoughts on how they can be applied, if a nonprofit board wants to develop an understanding of the “real world” applications of the Harris DNA elements. This needs to take place prior to the planning efforts.

Board Structure: Nonprofit boards must effectively operate with a series of board committees. The number of committees varies widely. I have observed some with as few as three committees and others with as many as 15 committees. The latter group rationalizes the number by suggesting board member involvement leads to better understanding of missions, vision, and values. More desirable board candidates live time-compressed work and lifestyles and can’t become involved with committees that meet without defined charters or try to micromanage management decisions.

Three to about six committees seems to be optimal for a mature board in the 21st century. A startup board will require more committees to allow board members to assume operational roles. One warning! If this large committee DNA format is allowed to carry over into maturity, it can lead to a dominating board that will be difficult to change.

Strategy: “A Board must act strategically—not tactically” ** In terms of its DNA, strategy must be the “lifeblood” that helps relate all major decisions to the nonprofit’s mission.

Start-up nonprofits often focus on tactical discussions at Board meetings. Founders and board members must address tactical issues because board members have two responsibilities. They must govern and act as part or full-time staff. But as the organization matures it becomes essential to fashion all agendas on policy/strategy issues. The responsibility for action resides with the Board Chair and CEO. The Board Chair, however, has a special obligation to proactively discourage lengthy discussions of tactical issues, frequently characterized as “weed discussions.” It should be emphasized that these are operational and management responsibilities, not Board agenda items.

Sustainability: This factor involves several critical keystones. First is the sustainability of income sources. If, for example, the nonprofit is heavily dependent on governmental funding, to what extent is the nonprofit able to secure private and foundation sources should governmental support abruptly decline? Managers and audit committee members need to be continually alert to seeking new funding sources.

A second keystone involves succession planning. The Board has direct responsibility for CEO succession and must overview staff succession. The latter involves knowing who among staff personnel are promotable, or, with training, be able to fill managerial positions. In my opinion, most nonprofit boards don’t provide significant overview attention to staff promotions.

Relatively short board terms or tenures for most board members (4-6 years) allow the board to introduce new thinking. However, they may not motivate board members to come to grips with issues related to long-term sustainability. Board members are traditionally active for one planning cycle, assuming strategic planning takes place every three to five years. From a sustainability perceptive, this restricts discussions of DNA changes that may impact stakeholders in the seven to ten-year time frames.

Relevance: Two keystones are also important here. First clients and funders must be able to perceive that the nonprofit is fulfilling its mission with integrity and a focus on stakeholder satisfaction.

The second involves maintaining a strongly committed board. To achieve this goal, the Board Chair and CEO must take actions to make certain that each board member perceives that her/h contributions are meaningful. These perceptions can only be determined from candid conversations with each board member. It’s the responsibility of both the Board Chair and CEO to annually assess that each board member is involved with meaningful activities.

Unlike humans, the DNA of nonprofit organizations can change with careful interpersonal adjustments.

For example, assumed it is desirable to have emergency client services available 24/7 instead of the normal 40-hour working week. Then management and staff should work together to modify the DNA (fair scheduling hours, etc.,) to accommodate the change.

Performance: The approaches to assessing the value of nonprofits have recently changed. Focus has changed from assessing program outcomes to assessing program impacts. ***

Program objectives can be achieved, but they can have little impact on clients’ lives. For example, marriage counseling can be helpful in eliminating symptoms of problems to meet client satisfaction, but the results may lack impact because they don’t address the problems’ root causes. Data analysts are being employed by some nonprofits to model impact information that is being requested by foundations and donors. The task, however, can take a long time to implement.

Suggestion: Most well-run nonprofits review their missions, visions, and values every three to five years. A review of their DNA factors, prior to the planning cycle can enhance the process.

• *the term is defined as …having fundamental and distinctive characteristics,
• **https://www.linkedin.com/in/bob-harris-cae-76ba151b/
• ***https://www.nytimes.com/2019/11/22/your-money/ratings-charities.html

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There is pain before progress. Pain is inevitable. It is a part of our human condition~ just like our longing to belong. Knowing this, we might as well equip ourselves with a new, a more INclusive P.O.W.E.R, to deal with the pain that we are either currently grappling with or will someday face.

You are not alone.

Just know, there are plenty of people in this world who will accept you ~ the real you.  Your empowered journey to belonging starts with a single step.  The journey starts when you take steps to Address your emotional Pain, Stay Open and Be Willing to renew the Energy within you and to celebrate the Real You.

My 2nd TEDx talk is finally released. I hope my message reaches whoever needs to hear it. Let’s collectively turn our own pain into our power and build our bridges back to true selves and deepen our bonds with those who value our sacred energy.

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In 2008 — nearly 15 years ago — Joseph Epstein published an article called, “The Kindergarchy”. It begins like this:

In America, we are currently living in a Kindergarchy, under rule by children. People who are raising, or have recently raised, or have even been around children a fair amount in recent years will, I think, immediately sense what I have in mind. Children have gone from background to foreground figures in domestic life, with more and more attention centered on them, their upbringing, their small accomplishments, their right relationship with parents and grandparents. For the past 30 years at least, we have been lavishing vast expense and anxiety on our children in ways that are unprecedented in America and in perhaps any other national life. Such has been the weight of all this concern about children that it has exercised a subtle but pervasive tyranny of its own. This is what I call Kindergarchy.

It was easy enough then to call Epstein’s view extreme. It might even be easy enough now. But if we determine that Epstein wasn’t at all extreme, we may discover he was, in fact, prescient. And it would make it far more predictable that, in 2023, four folks from Gartner would publish this article in Harvard Business Review (HBR), “9 Trends That Will Shape Work in 2023 and Beyond.” The summary of the article says this:

Last year was another tumultuous year in the workplace, with continued high employee turnover rates, evolving return-to-office policies, inflation, and more. In 2023, amid a looming economic downturn, organizations will continue to face significant challenges — and how they respond could determine whether they are an employer of choice.

Employer of choice? Hold on thar, Baba Louie. We might need to do a little research, followed by a little math. According to the U.S. Bureau of Labor Statistics:

The number of job openings increased to 11.0 million on the last business day of December … Over the month, the number of hires and total separations changed little at 6.2 million and 5.9 million, respectively. Within separations, quits (4.1 million) and layoffs and discharges (1.5 million) changed little.

Okay. Let’s see:

• 6,200,000 hires – 5,900,000 separations = 300 people employed
• 11,000,000 jobs – 300 people employed = 10,999,700 remaining jobs

And that doesn’t take into account the myriad folks who aren’t looking for employment, including everyone from career Pajama Boys to older folks who’ve been aged out and have given up, as well as those who’ve been paid quite handsomely by the government to stay home and do nothing, thank you very much. So, if you’re an employer — one needle in a haystack of 10,999,970 — you’ll spend more time trying to be the employer of choice than you will doing whatever it is your company does.

The Secret Decoder RingIn any case, logic notwithstanding, the nine trends our Gartner friends list in HBR are these:

1. Employers will “quiet hire” in-demand talent. [Translation: Employers will promote from within or find the guts to settle for nothing less than the qualifications they want and the performance they deserve.]
2. Hybrid flexibility will reach the front lines. [Translation: Employers will require those who’ve been slacking to take some pressure off those who’ve been taking up the slack.]
3. Managers will find themselves sandwiched between leader and employee expectations. [Translation: Business as usual.]
4. Pursuit of nontraditional candidates will expand talent pipelines. [Translation: Employers will look for people who actually want to work for a living.]
5. Healing pandemic trauma will open paths to sustainable performance. [Translation: In addition to participation trophies, employers will also start awarding cookies.]
6. Organizations will drive DEI forward amid growing pushback. [Translation: Employers will be forced to check boxes, even though they know meritocracy is the only way to succeed.]
7. Getting personal with employee support will create new data risks. [Translation: Employers will acquire cybersecurity protection, or they’ll be sued out of business.]
8. Concerns around AI bias will lead to more transparency in recruiting tech. [Translation: HR departments will disappear, and hiring will be mechanical and homogenized.]
9. Organizations must address workforce-wide erosion of social skills. [Translation: As surrogate parents, employers will pick up where public schools left off.]

There may be a whole bunch of things you’d like to be these days, but an employer shouldn’t be one of them unless, of course, you need an outlet for your masochistic tendencies, you have an innate and unquenchable desire to be a babysitter, or your altruism compels you to give some folks a place to spend a few hours of their days and take your money without doing too much to earn it.

The Moral of the StoryWith the death of empiricism and common sense, I’m coming to conclude we can analyze things to the point at which our ability to distinguish between cause and effect is eroding unto obliteration at the same time that our ability to read bell curves is suffering the same fate.

As the bell curve above illustrates, the majority of employees don’t need to be fretted over, to be objects of pampering, to have special circumstances created for them, to receive counseling for pandemic trauma, or to get naptimes and cookies. Their epidermis is sufficiently durable. They just need to be treated with fairness and respect, to be allowed to contribute to the best of their abilities, to be recognized and rewarded for their contributions, and to derive a sense of fulfillment for the work they do.

Because that’s true, employers need to get a grip of their knickers, to recognize their prerogatives to impose conditions and to have reasonable performance expectations, to expect a degree of self-discipline and to impose the discipline that’s lacking, to exchange a day’s wages for a day’s work, and to have the respect they give be returned in kind.

If the coronavirus pandemic taught us anything it’s that we’re tougher, more resilient, and more resourceful than we may have realized. When it comes to mental health, I minimize nothing. But please. If we’re going to infantilize people or, at best, treat them like adolescents, let’s not expect them to behave like responsible adults, okay?

We all want to live in Utopia. But we don’t. We live and work in reality.

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As the founder of a startup, Tracy Young often worried that employees and investors valued male CEOs more — and that being a woman compromised her position as a leader. In this brave, personal talk, she gives an honest look at the constraints women face when trying to adapt to a male-dominated business culture — and shares how she developed the courage and vulnerability to lead as her complete, raw self. (This talk contains a graphic story. Discretion is advised.)

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Matthew Piszczek, Wayne State University and Kristie McAlpine, Rutgers University

For most American workers who commute, the trip to and from the office takes nearly one full hour a day – 26 minutes each way on average, with 7.7% of workers spending two hours or more on the road.

Many people think of commuting as a chore and a waste of time. However, during the remote work surge resulting from the COVID-19 pandemic, several journalists curiously noted that people were – could it be? – missing their commutes. One woman told The Washington Post that even though she was working from home, she regularly sat in her car in the driveway at the end of the workday in an attempt to carve out some personal time and mark the transition from work to nonwork roles.

As management scholars who study the interface between people’s work and personal lives, we sought to understand what it was that people missed when their commutes suddenly disappeared. In our recently published conceptual study, we argue that commutes are a source of “liminal space” – a time free of both home and work roles that provides an opportunity to recover from work and mentally switch gears to home.

During the shift to remote work, many people lost this built-in support for these important daily processes. Without the ability to mentally shift gears, people experience role blurring, which can lead to stress. Without mentally disengaging from work, people can experience burnout.

We believe the loss of this space helps explain why many people missed their commutes.

Commutes and liminal spaceIn our study, we wanted to learn whether the commute provides that time and space, and what the effects are when it becomes unavailable. We reviewed research on commuting, role transitions and work recovery to develop a model of a typical American worker’s commute liminal space. We focused our research on two cognitive processes: psychological detachment from the work role – mentally disengaging from the demands of work – and psychological recovery from work – rebuilding stores of mental energy used up during work. Based on our review, we developed a model which shows that the liminal space created in the commute created opportunities for detachment and recovery.

However, we also found that day-to-day variations may affect whether this liminal space is accessible for detachment and recovery. For instance, train commuters must devote attention to selecting their route, monitoring arrivals or departures and ensuring they get off at the right stop, whereas car commuters must devote consistent attention to driving.

We found that, on the one hand, more attention to the act of commuting means less attention that could otherwise be put toward relaxing recovery activities like listening to music and podcasts. On the other hand, longer commutes might give people more time to detach and recover.

In an unpublished follow-up study we conducted ourselves, we examined a week of commutes of 80 university employees to test our conceptual model. The employees completed morning and evening surveys asking about the characteristics of their commutes, whether they “shut off” from work and relaxed during the commute and whether they felt emotionally exhausted when they got home.

Most of the workers in this study reported using the commute’s liminal space to both mentally transition from work to home roles and to start psychologically recovering from the demands of the workday. Our study also confirms that day-to-day variations in commutes predict the ability to do so.

We found that on days with longer-than-average commutes, people reported higher levels of psychological detachment from work and were more relaxed during the commute. However, on days when commutes were more stressful than usual, they reported less psychological detachment from work and less relaxation during the commute.

Creating liminal spaceOur findings suggest that remote workers may benefit from creating their own form of commute to provide liminal space for recovery and transition – such as a 15-minute walk to mark the beginning and end of the workday.

Our preliminary findings align with related research suggesting that those who have returned to the workplace might benefit from seeking to use their commute to relax as much as possible.

To help enhance work detachment and relaxation during the commute, commuters could try to avoid ruminating about the workday and instead focus on personally fulfilling uses of the commute time, such as listening to music or podcasts, or calling a friend. Other forms of commuting such as public transit or carpooling may also provide opportunities to socialize.

Our data shows that commute stress detracts from detachment and relaxation during the commute more than a shorter or longer commute. So some people may find it worth their time to take the “scenic route” home in order to avoid tense driving situations.

Matthew Piszczek, Assistant Professor of Management, Wayne State University and Kristie McAlpine, Assistant Professor of Management, Rutgers University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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For much of our lives, we are focused on fulfilling our potential as individuals. We are taught to express our physical and intellectual talents especially. If we are lucky, we may be supported to express and fulfil our desires, our love and our ideals. Over time, we hopefully come to a place where we have a good level of self-esteem and contentment. Along that road, we will have interacted with many people. We may have been part of sports teams or professional work groups and teams and yet the chances are that we have never really considered the higher value or potential of those groups.

As we reflect on teams and groups, collaboration is a word that resounds loudly in many organisations these days. It’s as though there is a growing awareness and consciousness that moving beyond the individual self has a higher value even if true value-added collaboration is still proving pretty tricky to achieve. However, if we stop and consider the deep interconnectedness that is a fundamental design principle within all aspects of life, we can start to appreciate why communities, tribes, families, teams, and groups have such a place in our lives.

What is worth reflecting on now is the growing importance of group work and why and how this needs to move to a new level. A level where we go beyond the identification with the self and truly see the potential that sits within a highly performing team or group.

The why of this on a certain level is pretty straightforward. We live in an age of complexity, ‘wicked’ problems, and deep uncertainty, all of which demand better use of the diverse talent and capability that exists as well as opening up new pathways for that potential to be accessed. We cannot solve most of the challenges without cooperation – across teams, across organisations, across societies and nations.

As it happens, we are being helped in this endeavour by astrological forces (yes, I know that won’t feel very scientific to some people). Nevertheless, astrologically we have entered into the Age of Aquarius which some may also recall as the title of a hippie song from the 1970s. The Aquarian Age, a period that will last around 2000 years, is, amongst other things, a time when we will see far more focus on groups. From paying attention to others in our communities to active collaboration and cooperation – in some cases with quite a high level of impact.

So what are we being called upon to do differently? Well, here we come to the need to move beyond individual and self-focused interest to a higher point of focus. That which serves the collective (however that may be defined for your endeavour) and which puts us into relationship with others in group formation. In high-performing team work, we often see the analogy of the geese used and how they fly in formation, taking turns to lead, share the load and so on. What underpins that though is a higher level of communication. A willingness to sense, be aware of and act on the information coming from the other members of the group as we move together toward the achievement of a shared purpose.

In the coming years, groups will be asked to go even further still. To establish such a deep level of trust and openness that the communication flow is seamless and that our consciousness and behaviours elevate to thinking ‘group’ first. Not in a self-sacrificial sense, but in a way that truly honours the importance and impact generated by high-functioning teams and groups. On a more existential level, it also honours and collaborates with that core truth of interdependence as well.

Letting go of the ‘ego’ in favour of the collective comes easily to some but is often a tough call for seasoned leaders…leaders who have had to battle and assert their individuality to be taken seriously. Now though we must prepare for the age of groups…

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Cash flow is among the main determinants of your business success. However, you may get caught up in unplanned emergencies that use up most of your working capital that was to run for a specific time. When search events transpire, you may want to find new sources of finance to keep your business afloat.

You can seek long-term or short-term financing options depending on your needs. However, short-term financing is the best option for small businesses. It has relatively low-interest rates, with less paperwork and quick access to funds. That said, here’s a comprehensive guide to short-term financing:

Types Of Short-Term Financing

Many financing options are available; however, select one with favorable conditions that you can repay within the given timeframe. The best thing about these short-term or bridging loans is that you can choose between open or closed bridging loans.

As the name suggests, the difference of open and closed bridging loans is that an open one doesn’t have a fixed repayment date, while a closed one does. That said, here are the different forms of financing you may want to consider:

• SBA Loans

Small Business Administration loans are a form of short-term business financing you can request from banks or an online lender. The government partially guarantees these loans, meaning they have low-interest rates.

The best part is that they have flexible terms, which makes them one of the best financing options for your small business. Ensure you read the terms and conditions when applying for SBA loans to make the most of them.

• Business Credit Cards Loans

Business credit cards are also an excellent option for financing your daily short-term operations. They operate like personal credit cards, only that you use them to cover business expenses.

When applying for business credit card loans, go for those offering cash back. This way, you can reinvest the money into the business.

• Business Line Of Credit

Other than venture capital, you can also use business loans as a source of working capital. A business line of credit is also another excellent short-term financing option for your business. It allows you to borrow a specific amount of money with relatively low-interest rates, which vary depending on the lender. You’d, therefore, want to do your research thoroughly before settling for any provider.

• Invoice Discounting

Unlike invoice financing, where you sell your unpaid invoices to the lender in exchange for a business loan, you use them as collateral to obtain the loan from the loaner. The lender then gives advances on your loan depending on the value of the invoice. You still collect the payments from your clients and use them to repair your loan and interest.

• Equipment Financing

You can also finance your business through equipment financing. Depending on your financial capabilities and business needs, it allows short- or long-term borrowing. Equipment financing is a form of a business loan or lease that will enable you to purchase business machinery and equipment, such as a vehicle, computer, or office furniture, on credit.

Factors To Consider When Applying For Short-Term Financing

As mentioned, there are many lending institutions you can borrow from. However, you may want to consider the following before applying for a business loan:

• Repayment Terms

One of the most vital things to consider when applying for a short-term business loan is the lender’s repayment terms. Check the monthly amount they require you to pay to know whether you can deliver within the specified time.

Explore different options, evaluate their terms, and settle for the best offer. You can even negotiate with your lender to increase your repayment period if they have reasonable rates.

• Interest Rates And Hidden Charges:

Another factor to investigate when applying for a short-term is the interest rates the lender applies and other hidden charges like underwriting, appraisal, and processing fees. Different lenders and banks have varying interest rates, and you’d want to land one with a favorable one. Therefore, you can request referrals from other entrepreneurs or do your research.

• Type Of Loan

The type of loan you want for your business will also affect your lending decision. First, decide on the loan type and search for lenders who offer it. For instance, not all online lenders offer short-term equipment loans to small businesses.

• The Amount Required

The total amount you need for your business matters when applying for a loan. The greater the amount, the higher the interest rates you’ll likely pay. If you need a considerable amount, a short-term financing option may not be appropriate, as you must pay it back in less than a year.

Generally, these are just some factors to consider when applying for a short-term loan. You should also consider things like liquid assets, collateral, employment history, and creditworthiness, as these are the things your lender will evaluate before they give you the loan.

Conclusion

Short-term financing options are viable for your small business. For one, they have a faster approval rate and can help you handle business emergencies and cover operational costs. While at it, ensure you understand the terms and conditions of each before applying for one.

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Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you’re in control, they’re in control.

–Tom Landry

The wintry afternoon walk in the field out behind our house with my older sister started out like any other. I was about 10 years old. The field was a great place to play. There were plenty of trails to walk and ride our bikes. We built forts, shot our Daisy BB guns, and caught fireflies in Mason jars. This day, however, would be different.

As my sister and I exited the field before heading inside, I did something I’d done many times before with no thought. I pulled a tall weed out of the ground. But this time the weed didn’t budge. When the force of my pull met the resistance of the weed, it slit my finger open and laid the skin back.

As we approached the backyard my blue coat was already soaked in blood. I went to the water faucet and began rinsing my finger. “Don’t tell mom!” I shouted to my sister as I saw her run inside with no intention of following my command.

Once I went inside, my mother was already in a panic. She walked me up to the kitchen sink and told me to stand still. “I’ll be right back!” she exclaimed. Moments later she returned with a bottle of rubbing alcohol. “Hold your finger still”, she said. I was under the impression that she would perhaps pour just a little on the cut. I was wrong.

With the best intentions that a loving mother could conjure up at that moment, she emptied the entire contents of that bottle of rubbing alcohol onto my finger as I screamed. Which was just prior to my fainting on the kitchen floor.

My mother – God rest of her sweet, loving soul up in heaven, meant well. And in my moment of crisis, she did the best she knew how.

As a leader, there are two things you can be certain of – 1) You will face moments of crisis, and 2) Your people will be looking to you for confidence. So what do you do in a crisis?

Here are a few practical ideas.Stay calm

Remember, in times of crisis, your people will take their cues from you. From you, they need to see steadiness, resolve, and confidence. They don’t need to see you running for the doors. Or reaching for the alcohol.

Assess the situation

In times of crisis, you want to gather as much information as you can as quickly as you can. Gather your key people, ascertain what you know, separate fact from fiction, and start developing your action steps.

Communicate clearly

A good plan poorly communicated will only make matters worse. Make sure everyone knows the plan and everyone knows their role. Don’t assume anything.

Empower your people

Your people will gain confidence when you place your confidence in them. You can inspire your team by empowering your team. A time of crisis is not the time for a one

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If the tide of opportunity flows for a prolonged period in a direction you did not find appealing.. it is time to repurpose your talents and thoughts to flow in rhythm with the tide.

The launch of ChatGPT has created a buzz and a sense of interest among various sections of society with heightened curiosity about its utility and implications. It can be used for a wide range of purposes including (but not limited to) customer experience journey improvements, sales cycle improvements, and content creation and management. Hence, expectations are that the applications of ChatGPT will be diverse and for all sorts of things. Not surprisingly, there was a report that a Colombian judge consulted ChatGPT for preparing a ruling in a case.

It opens up opportunities to explore the utility of ChatGPT for project management as well. Some of the potential avenues are knowledge augmentation, problem resolutions (where possible by gaining clarity and answers to some questions), sparking creative thoughts, and learning from human-machine interaction for developing this relationship further to improve project efficiencies.

What is more exciting is the fact that the developments in ChatGPT have brought the spotlight on the use of Natural Language Processing (NLP), one of the most widely used applications of artificial intelligence (AI). To put things in perspective, NLP is defined as “any computer-based algorithm that handles, augments, and transforms natural language so that it can be represented for computation“ (Niimi, 2021, p.2150). NLP is used for applications in healthcare, education, and banking, just to name a few. NLP solutions come in various forms such as chatbots, callbots, and smart assistants.

The growing dependence on NLP and AI-based solutions (e.g., customer experience improvements) for day-to-day business and organisational management (including project management) shows the promise and role that such solutions could and will play in the future. Specifically, in relation to project management, it is predicted that by 2030, “80% of project management tasks will be run by AI, powered by big data, machine learning (ML), and natural language processing” (Nieto-Rodrigue & Vargas, 2023). If these predictions are to come true, this sounds staggering and deserves careful consideration.

There is no doubt that technology will play a significant role and shape the future. One may like it or not, but that is what it is. This raises the question of how NLP and AI are being used and can be used for project management. Or, in other words, what are the current uses of NLP and AI in project management and how can NLP and AI be used to improve project efficiency? To answer the question, below we have looked at some of the current uses as well as potential areas of NLP use for project management.

Current Uses of NLP and AI for project-based workNLP can process and recognise the spoken words (language), grammar of language (syntactic analysis), meaning of words (semantic analysis), and context of utterance (pragmatics), which can be very useful for project-based work as project management is used in every context and culture. As such, NLP and AI-driven solutions are being used for a variety of purposes in project management. These include, planning and forecasting, task automation, risk management, monitoring and control, and coordination (Yang, 2019).

For project-based task automation, such as organising standup meetings during agile project delivery, Geekbot and Standuply are some of the examples of AI-driven solutions. Yang, (2019) also highlights the application of NLP and AI for scanning historical data to predict project completion times and expected budget estimates for the projects. Other applications include JIRA for tracking work completion, Aptage to provide action insights for project delivery, and a project management digital assistant (Schmelzer, 2019; https://www.oracle.com/corporate/pressrelease/oracle-adds-ai-smarts-031919.html). These few examples are just the tip of the iceberg in terms of the variety and breadth of use of NLP and AI-driven solutions for project management. It leads to the question, “What’s in the store?” which we discuss below.

Future and possible uses of NLP and AI in PMCertainly, the future is bright for the use of NLP and AI-driven solutions for project-based work. For sure, a large number of thoughts and predictions exist on this strand. Nieto-Rodriguez and Vargas, (2023) highlight six areas that will be affected the most due to the use of NLP and AI-driven solutions for project-based work. These are:

• better selection and prioritization (for identifying and selecting the best projects and establishing a balanced portfolio);
• support for the project management office (for capability development, monitoring, and compliance)
• improved, faster project definition, planning, and reporting (for scoping, risk management, etc.)
• virtual project assistants (for helping users become more efficient in their work performance)
• advanced testing systems and software (for defect identification and deploying self-correcting processes)
• a new role for the project manager (teaching project professionals, including project managers and educators, how to use AI)

In addition, NLP and AI will also be very helpful in human performance modelling to model project staff cognition and behaviours to suggest improvements in their performance and overall efficiency, reduce human errors, and improve overall satisfaction for the client. Schmelzer, (2019) argued the role of predictive analytics in enhancing project efficiencies, which is also highlighted in the six areas of impact discussed above. Predictive analytics appears to be a game changer for understanding anomalies and predicting patterns in order to make informed decisions. Given the high rates of project failures, the above-limited discussion points to the utility of AI to reduce such failures, and this could be just the beginning of what NLP and AI could offer.

Conclusion:Despite the fast-growing evolution of project management concept (see more at: https://www.academiasolution.com/PM-concept), there is no doubt that the current knowledge on the use of NLP and AI in project management is focused on “low-hanging fruits” (i.e., to highlight the positive outlook). It requires further exploration of the potentially negative consequences of the use of NLP and AI for project planning and delivery. What it means is that to further develop understanding and leverage NLP and AI for project management, we must focus on both the beneficence and nonmaleficence contexts of their use. Only then will we be able to strike a reasonable balance.

However, as a starter, it is critical to capitalise on the positives and work to correct the negative consequences. With that in mind, we have looked at the potential of NLP and AI for project work. Needless to say, the discussion focused on highlighting the significant opportunities and the future outlook is intended to stimulate thought and is not conclusive or exhaustive, but with the hope of advancing further work in this domain.

Note: This article was previously published on https://www.academiasolution.com/ChatGPT

References

• Nieto-Rodriguez, A. & Vargas, R.V. (2023). How AI Will Transform Project Management, https://hbr.org/2023/02/how-ai-will-transform-project-management
• Niimi, A. (2021). Natural language processing: a promising research tool of chronic cough for the big data era. Chest, 159(6), 2149-2150.
• Schmelzer, R. (2019). AI In Project Management, https://www.forbes.com/sites/cognitiveworld/2019/07/30/ai-in-project-management/?sh=214dae93b4a0
• Yang, C. (2019). AI And Project Management: Artificial Or The Real Deal? https://www.forbes.com/sites/forbestechcouncil/2019/07/26/ai-and-project-management-artificial-or-the-real-deal/?sh=15ce127b3208

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How do we end up saying yes to everything and then never having enough time to get it all done? This is a common experience in most corporations these days with shrinking budgets and fewer staff to meet all the expectations required for growth. We often say yes to things that don’t make sense to do rather than saying no to solidify our ‘high performer’ identity.

We can choose to operate differently by embracing A Culture of AND.

We achieve this by adding the word AND to saying YES and NO to others. This empowers us to:

• give our best,
• ensure that our colleagues and leaders have what they actually need vs. what they think they want,
• get what we need to make good on that YES, or
• let others know WHY we are saying no in ways that help them to move forward anyway

Let’s break each of these down –

Giving our Best:What keeps us from giving our best? Often it is a lack of clarity in our role or a misunderstanding about what we are trying to achieve in the first place. Many times, it comes from not having the information required, or the time to digest that information prior to engaging in brainstorming or decision-making with others.

Other times it is the idea that we have to work 80 hours each week just to keep up with the pace of doing 2 full-time jobs while we wait for the new positions to be filled.

When we place getting the job done ahead of our health and wellness, it’s very difficult to give our best. During these times, it’s important to be OK with our best being different at different times. Raising children, supporting parents, dealing with health issues, and learning new skills, all impact what ‘our best’ is in each situation. When we use the power of AND to acknowledge what our best is in each moment and accept that is exactly what is needed, we are free to give what we have to give while managing expectations with others.

Saying YES + AND may sound like this:

‘YES – I’d love to help you get clarity on that. I have been out with a sick child for a week and am booked solid for the next two weeks AND I realize that I’m the best person to help you with this. I could give you a couple of hours next week if you could replace me at the all-day set-up meeting. That would give me the time to help you before the presentation’.

Saying NO + AND may sound like this:

‘NO. I won’t be able to help you with that as I’m off that day with my family AND I have two potential colleagues who may be able to step in on my behalf. I’d like to introduce them to you once I know who is available.

Ensuring that our colleagues and leaders get what they actually need

Too many times our colleagues or leaders ask us for information or assistance that doesn’t make sense to us. We can see that what they are asking for is not going to help them, yet we do it anyway, not wanting to question their authority or ‘higher wisdom’. Many of us learned this as small children when asking ‘why’ we had to do something, and the answer was ‘because I said so’. This taught many of us that others know better and that it’s not our place to question what they ask of us.

Unfortunately, those around us can’t always see the perspective we hold – even if they used to do the same job in the past. If we are going to add our highest value, it’s up to us to ensure the requester actually gets what they need to move forward in their world.

Sometimes the information we are asked for doesn’t make sense given what they are trying to decide or accomplish. When this happens, we can use YES + AND:

‘YES – I understand that you/they are looking for the ‘xyz’ information AND if I can better understand how it’s going to be used, I can get you what you need in a format you can use right away.’

(then) ‘Given what you are trying to communicate, the information you are asking for won’t really help. A quick 15-minute conversation together will give me chance to get us both on the same page to get you what they need so you can effectively make the case. When can we do that?’

Sometimes a request doesn’t make sense because we are not the person that has the answers or owns that body of work. When that happens, we can use NO + AND to steer the conversation in a productive direction. It may sound like this:

‘NO – I’m actually not the one who has that information – AND I don’t want you to have to run around to get what you need. Here is my understanding of who would have that and the best way/timing/approach to get it quickly from them’.

Getting what we need to make good on that YES

Often we ARE the right person and we DO have the information, insights, or content that our colleagues or supervisors need. At the same time, requests that come in with low clarity and a fast-turnaround time can disrupt our progress on existing efforts and priorities. How do we say yes then? When we are asked to focus on something that will take us away from what we are doing, it’s up to us to manage that expectation. It might sound like this:

‘YES – I can get you that information for your meeting tomorrow AND for me to do that, I’ll be skipping the team meeting this afternoon to get you a draft by COB. I will need a response on the draft from you by 9 am tomorrow to make any other adjustments, so you have it for noon.’

If you are not sure what is OK to let go of or delay, you may need to engage your supervisor to help decide what the priority is. It might sound like this:

YES – I understand what you need and why, AND for me to get that to you by COB today, I’ll need your guidance on what to stop working on or delay for now as this will take me the rest of the afternoon. I have two internal stakeholder meetings scheduled and the event calendar is due today. Can you help me run interference on those?

Letting others know WHY you are saying no in ways that help them to move forward anyway

As an organization shifts and grows, roles and responsibilities and lines of the work shift and grow as well. While we may know who does what within our own unit, others that engage and rely on us may not.

Sometimes we end up with requests that are not appropriate for us, even though the requester would feel better if we did it. While this situation may be hiding a deeper problem, it is not up to us to fix it for others. Instead, we can use NO + AND to guide the requester back to those that are accountable for the work. It might sound like this:

NO – while I used to do some of that work, it’s now being done by this group AND it is important that they are the ones to advise you so everything stays integrated. While I understand you would prefer to engage with me, they are working hard to build the skills and responsiveness that you are looking for, and every time they have a chance to respond they get better at it. Let me suggest you contact (this person) and help them understand your overall intention and timeline and that will help them give you a firm date to access the content you are looking for.

How can you cultivate a culture of AND today?

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It seems to me that language is always used in an approximate, casual, careless way, and I feel intolerable annoyance about it. Let it not be thought that this reaction of mine corresponds to an intolerance for others: the worst annoyance I feel is hearing myself speak. That is why I try to speak as little as possible, and if I prefer to write, it is because by writing I can correct each sentence as many times as necessary to arrive at, I won’t say to be satisfied with my words, but at least to eliminate the reasons for dissatisfaction that I can realise.

I know a hundred ways to die, but my favourite remains writing.

How vain it is to sit down to write when one has not sat down to live.

The art of writing stories lies in knowing how to take everything else out of the nothingness one has understood about life; but when one has finished the page, one returns to life and realises that what one knew is nothing at all.

I only believe in the word. The word wounds, the word convinces, the word appeases. That, for me, is the meaning of writing.

I challenge anyone in his darkest hour to write down the things that make him happy, even the silly things like green grass or a friendly conversation with someone in a lift. He will begin to realise how rich he is.

I fill my emptiness with the weight of writing. That is why I balance on the tightrope of words.

Write neither for yourself nor for others, neither for today nor for tomorrow, neither for gain nor for glory: pursue your own little absolute…

I want the bayonet to be equated with the pen.

It is impossible to write in peace if what one writes is worth anything…

It is at night that thoughts take flight and the blank pages of my book begin to fill. But between the lines, there always remain empty spaces, unwritten thoughts, or dissipated in the rivulets of indecision. It is often in these places that we get lost. And sometimes we can no longer come out of them.

I travel in the galaxy of emotions, I paint words without wanting to be anything other than a man smiling at life…

…The most beautiful things are those that madness inspires and reason writes…

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Nonprofit branding is an important topic to nonprofit board members and managers with nonprofits wanting to differentiate their services, images, and reputations. Some organizations are spending substantial dollars to assess and build their brands.

Most nonprofits with which I have had contact are not aware whether not all their employees and perhaps some board members are brand loyal to their nonprofit organization. Many independent contributors (accountants, counselors, social workers, trade association executives, etc.), who work for nonprofits, see their loyalties as being related to their professions, not their employing organizations.

I co-authored several articles to explore the issue of employee brand loyalty with commercial firms. * I would like to review some of those findings to show that nonprofit management also constantly needs to assess whether or not employees and board members are receiving positive brand messages related to the organization’s mission, vision, and values. This should be the outcome of an internal marketing effort. The impact of internal marketing should be to enlist every employee and board member to become a brand champion for the nonprofit.

Reasons for Rejection“The results of (our study) indicate the two most prevalent perceptions relating to low employee … behavior was (a) a lack of pride in the product and (B) a sense that the product is unaffordable. “ … This suggests that managers need to determine the level of product pride in mission, vision, and values when the term commercial term, “products,” is translated to nonprofits.” They must motivate employees to take pride by celebrating professional awards and reviewing honest client satisfaction data and case studies, especially those that show how the organization has contributed to individuals and society.

In terms of affordability, the internal marketing effort needs to show how clients have benefited long term. This is typical of university internal marketing that focuses on successful graduates who have made societal contributions. This program is especially important where the university is not nationally known but has some special educational benefits to offer.

Quality & Features“Internal marketing campaigns (often) may rely too much on appeals to employee loyalty or self-interest, thereby missing the opportunity to convert the more skeptical persons on the payroll. …These findings imply that employers need to, where possible, continually educate employees (and board members) on the comparative advantages of their brands involving outcomes of mission, vision, and values.” Comparisons of the impacts of the local organization with those of others nationally can be helpful. For example, professional organizations often publish data that make interesting comparisons.

Values, Reliability, and Prestige“One way to deal (with the prestige) issue is to inform employees and board members how the (nonprofit’s) standards compared to the (professional field) standards.” This can be done in two ways. One is to add the annual IRS 990 report to the organization’s website. Another approach is to issue a press release when the organization is re-accredited by an outside organization. At this time, when transparency is becoming increasingly important, management even might want to present a detailed debriefing on important reports to the board and employees as a way to discuss challenges and strengths.

Changing Perceptions“Management needs to survey employees and board members to fully understand their perceptions of the organization’s mission, vision, and values. Even having a few misconceptions circulating can be harmful to the brand.” For example, one nonprofit recreational facility determined that several members of their board and their families were using a competitor’s facilities. In several instances, there was little they could do about it, but it is important to understand the reason and to try to reduce the negative impact on its brand image. On the other hand, substantial positive changes might occur with proper internal marketing.

Summary“One responsibility of management might be to develop venues for employees and (board members) to become more comfortable in communicating their positive attitudes to friends and relatives. There’s also significant potential for brand-loyal employees (and board members) to act as brand champions After all, high enthusiasm within the ranks of employees and directors brings impressive dividends.”

• Eugene H. Fram & Michael S. McCarthy (2004), “What’s Not to Like? If employees aren’t buying your brand, it important to find why,” Marketing Management, July-August, pp. 36-40.
• Fram & McCarthy (2003), “From Employee to Brand Champion,” Marketing Management, January-February, pp. 25-29