They prioritize productivity over busyness Tim Ferriss, entrepreneur and author of The 4-Hour Work Week, is famous for stating that most things in life make no difference. We are so inundated with the idea that being busy is good that we prioritize it over everything else – even productivity. Ferriss labels most busyness as a form of mental laziness and indiscriminate action.
“We know that activity does not equal productivity, and busyness does not equal business,” productivity coach Grace Marshall says. “But there’s still something incredibly seductive about being busy. Because being busy feels productive.”
Successful people know this and pursue productivity over busyness, even if productivity doesn’t feel as “busy” as it should.
Improving the customer experience will continue to be a top opportunity in the coming years, according to a recent study [download page] from Econsultancy and Adobe. A leading 22% share of company marketers surveyed indicated that optimizing the customer experience would be their most important opportunity this year. Key Differentiators Customer experience isn’t only the most important opportunity, but also the top differentiator for company marketers. Some 29% share of respondents indicated that their top strategy in the next five years would be making the experience on their properties easy, fun and valuable to their customers. Second and third place responses revealed that product / service innovation (17%) and customer service and enhancing their reputation (17%) are also of importance.
#1 Experience is not only the best teacher, it is often the only teacher. It teaches us many lessons we can’t learn from books, classrooms, and lectures. Wise CEOs know the wisdom others have gained through experience is one of the leader’s most valuable resources and the organization’s most valued assets. If others don’t share those lessons, the new CEO will step on landmines and reap disasters he would have otherwise avoided. #2 Institutional knowledge are facts, concepts and know-how held by the group. Institutional knowledge is codified in the hearts and minds of those who live it. The knowledge is transmitted through stories, actions and informal conversations, among and between generations of staffers. Without institutional knowledge, employees have to make it up as they go and each employee has to learn anew. Wise CEOs know that chaos, inefficiency and mistakes result from lack of institutional knowledge.
Providing support during high-stress times is the right thing to do…. for individuals and for the business. But, how can busy managers add this to their already overflowing platters of priorities—and do it without turning the workplace into a therapy couch? Effective leaders take these small steps that have a big impact on others. Share your observations. Looking the other way and pretending that something’s not happening doesn’t make it go away; it makes you look clueless. Instead, if you see something, say something… as a way to open the door to dialogue. Examples: “I can’t help but notice that there’s been a lot of chatter about this change recently” or “It seems like you might be a little distracted these days.” Check in with others. Find ways—right within the workflow—to touch base with your team. But don’t expect that simply asking how someone is doing will be enough. Perfunctory, polite conversational norms will likely trigger a reflexive response like, “fine thanks… how about you?” Bring intention, authenticity and genuine curiosity to the question. Concentrate fully on the other person. Make eye contact. And, consider framing the question to provide greater context.
Digitally transforming an organisation and capturing these opportunities is often challenging as it requires C-suite executives and entrepreneurs to identify possibilities and drive change concurrently in three areas where digital technologies are can make significant differences and change the face of organisations.
· Intelligence – Seeing digital data as a source of insight and using this data in knowledge-creation processes to create competitive advantages.
· Integration – Leveraging digital channels to transform organisational processes and create agility.
· Impact – Rethinking how digital dynamics can improve a company’s value proposition.
To successfully lead the digital transformation across these three building blocks, leaders need to measure their progress and the extent through which their organisation has embraced change, from an initiation phase (focusing on the discovery of new opportunities) to a ritualisation phase (looking at ways to interact with the digital ecosystem) and to a final internalisation phase (prioritising digital solutions; see table below). Only then can they assess where they lag behind and where they are on par or ahead, and establish a roadmap for moving the digital transformation forward.
How Einstein Supervisor Works Einstein Supervisor uses a mix of AI-powered analytics, real-time insights and smart data discovery to let contact center supervisors and managers dig underneath the current operating stats, such as queues and wait times, to find out what is really going on.
Salesforce gives the example of a service supervisor at an appliance manufacturer that receives an alert about an increase in calls coming about a specific dishwasher model. A drill down into the data shows that they all involve dishwashers made during a three-month period at one factory.
Not only does this insight help with the current service calls as they come in, but it also means the manufacturer can proactively reach out to other customers who bought dishwashers made in that factory in that same three-month period to offer a repair or replacement.
When a business moves from a linear, pipeline-centred model to a networked platform model, it needs to execute change along all four pillars laid out in the framework above. In doing so, it must craft strategies along all four pillars that impact not just the firm but also the ecosystem that builds around the platform.
Intention: A platform brings together participants with different mind-sets and motivations. Value creating exchanges can ensue only if the platform structures the right incentives for these various participants. As an example, when Yelp was launched in the United States, it attracted a strong community of high quality reviewers because of a well-structured community management programme. The top reviewers – known as the Yelp Elite – would get exclusive access to specific events in the city. Further down the line, Yelp tried scaling its reviews by offering inorganic incentives like a US$5 Starbucks card. Instead of driving quantity, it led to a sharp dip in quality of reviews as the incentives attracted students with free time who wanted to earn a few quick coupons. Yelp had to change its incentives to attract the right intention and removed all inorganic incentives and paid reviews.
Today’s business decisions are increasingly data-driven. However, with so much information instantly available to anyone at any given time, interpreting data is essential to making an impact on your audience. Simply listing facts and figures as supporting evidence for your proposal may not be enough to convince your listeners. Make your evidence more compelling by relating that evidence to your own experience, and even more essential, to what’s important to your audience. Learn more: "Moving Up The Value Chain Of Public Speaking: The Interpreter" 2. Make an emotional connection
While we all expect and value a logical argument, people tend to make emotional decisions. When your goal is to gain buy-in for your ideas and inspire action, building a rapport with your audience with a smile and eye contact is a great way to start. Then, strengthen that connection by relating your argument to their views or experiences. Use language, images, video, personal stories and anecdotes to evoke feelings and help your audience connect with your message on a personal level. Another way to build in emotional support is to make the effort to understand your audience’s level of comfort with change. Be sure that what you’re proposing is familiar enough that they feel safe, and yet new enough that they recognize the need to do something differently. 3. Be believable
Don’t underestimate the importance of your own credibility to the audience. How likely are they to trust you? Are you considered an authority on the subject? Do listeners believe that you are “on the same page” or are your interests conflicting? To gain their trust, it’s vital that you find and address the common ground you share with your listeners. Remind them about common experiences and goals you share. Show them you understand their point of view by addressing their questions and concerns. Learn more: "Finding Common Ground With Your Audience" Also, you gain trust when you are transparent about the source of information you provide. It’s easy to fall into the habit of misrepresenting your own opinions or conclusions as facts. It’s so commonly done that one of my clients has an acronym for this practice: MSU (making stuff up). In some cases (such as the “fake news” we’ve been hearing so much about lately) it’s even done intentionally. While it may be effective click bait, misleading people is unlikely to make them trust you.
Businesses must boost operational efficiencies enterprisewide if they want to keep up with rapid market and technology shifts. And many are investing in machine data analytics to do so, according to a recent survey from Logtrust and 451 Research. The resulting report, "The Need for Speed: Machine Data Analytics in 2016-17," indicates that organizations are deploying the latest in machine data analytics to benefit big data and internet of things (IoT) efforts, as well as overall IT operations and cyber-security. Subsequently, they're increasing revenue and productivity, with quicker incident resolutions and time to market for products and services. To continue to make progress, IT will need to overcome obstacles in infrastructure and staffing demand, as well as difficulties in scaling, to manage data ahead of the pace of business and technology changes, instead of falling behind. "It's been shown time and again that in all sorts of areas, the value of data erodes dramatically as it ages," according to the report. "In other words, the faster you can run some analytics on data and subsequently respond to the findings, the greater the chance of having achieved something that adds business value: the take-up of specific offers, a reduction in customer churn or basket abandonment, or resolving a situation in which a company may have been left with customer ill-will and poor reviews, for example. … In fact, [big data is] of far less importance than the notion of 'fast data.' How quickly can data be ingested, processed, analyzed, visualized and acted upon? For more and more companies, this is one of their biggest challenges if they are to remain competitive." An estimated 200 IT decision-makers took part in the research.
[We’re talking about] $300 billion in indirect healthcare costs, $500 billion in disengagement, and more than 70 percent of companies describing stress as a top problem in the company—and this is all within the United States. This is a huge problem in China, in Japan, in South Korea, and all over Europe. It is truly a global epidemic.
What gives me optimism is that the companies and the leaders that are ahead of the curve, that are introducing a lot of these policies in their companies and seeing the results, are going to have an incredible competitive edge.
The first step is to become conversant with the science. If we continue to congratulate employees for working 24/7 or for being always on—then we are ignoring the science. We are ignoring the fact that they’re operating in an impaired state, that being up for 24 hours is the cognitive equivalent of being drunk.
Reinvention, as the term implies, requires a significant commitment. From our Digital Quotient® research, we know that digital success requires not only that investment be aligned closely with strategy but also that it be at sufficient scale. And digital leaders have a high threshold for risk and are willing to make bold decisions.1 But companies don’t have to wait far in the future to realize those benefits. We’ve found that 60 to 80 percent of total improvement targets can be achieved within about three years while also laying the foundation for future growth.
For all the fundamental change that digital reinvention demands, it’s worth emphasizing that it doesn’t call for a “throw it all out” approach. An engine-parts company, for example, will still likely make engine parts after a digital reinvention, but may do so in a way that’s much more agile and analytically driven, or the company may open up new lines of business by leveraging existing assets. Apple, with its move from computer manufacturer to music and lifestyle brand through its iPhone and iTunes ecosystem, reinvented itself—even as it continued to build computers. John Deere created a whole series of online services for farmers even as it continued to sell tractors and farm equipment.
Building a culture of trust is largely one-to-one in nature. Over time, those simple interactions accumulate and help create rapport and camaraderie, which are key ingredients for a high-performing workplace. Are you capitalizing on those small moments in ways that affirm your interest in those you work with? The elevator rides, the lunch line in the cafeteria, the walk in from the company parking lot -- all are opportunities to build trust, should you choose to see it that way. Distraction and time pressures often blind leaders to one of the simplest and most cost-effective methods of building trust: human connection. Don’t squander these opportunities. Sadly, Bridget probably doesn’t even realize what she missed. In a busy world, keep interactions with your team members top-of-mind so those brief moments don’t pass you by. It could be “just an elevator ride.” Or maybe it’s the chance to make a positive impact with a member of your team.
A Persona Mapping Framework Here is a recommended framework for mapping a persona onto a customer journey map:
1. Stages What precise stages does this customer pass through on their journey? This likely covers the progression from initial awareness of the brand, to selecting a product or service, to being a user, to becoming a brand advocate and purchasing again as the customer lifecycle comes full circle.
2. Thoughts Now that we know the stages of this customer’s journey, what are the most pertinent thoughts going on in this customer’s mind at each stage? What key questions and common objections does this customer have before moving forward with the brand, and what are the best methods for helping them overcome hurdles?
Almost two-thirds of American adults feel that the types of experiences that make them loyal to a particular brand or provider have changed to some degree over the past 3 years, research from Accenture Strategy has found. For youth, product and service experiences are becoming more important drivers, as is trust in data privacy. In fact, a leading 85% of US respondents overall said that an important influence on their loyalty was brands being trustworthy with regards to safeguarding and respecting the privacy of their personal information. This was one of the few important influencers of brand loyalty that was shared across generations, cited by 81% of Millennials (18-34), 83% of Gen Xers (35-54) and 88% of Boomers (55+). The result aligns with previous research indicating that a range of security concerns affect consumers’ trust in digital brands.
Q4 was a strong quarter for search advertising spend, according to a MarketingCharts review of several recent reports. In fact, spending was up by double-digits among clients of IgnitionOne [download page], Merkle [download page] and Kenshoo, with each also reporting a double-digit increase in clicks. (The IgnitionOne and Merkle reports cover US activity – with IgnitionOne looking specifically at Google search – while the Kenshoo study covered global client activity.)
Search ad impressions were also on the rise for those reporting this metric. Figures surrounding costs-per-click (CPCs) were more muted, as IgnitionOne and iProspect [download page] reported moderate increases but Merkle and Kenshoo noted no change on a year-over-year basis.
Do things that scare the living daylights out of you – and do them on a regular basis. Don’t just apply this to yourself – a skilled leader will take their team beyond their comfort zones. This leads to growth, innovation, and a step change – for you and your team. Professor of Leadership and Organisational Behaviour at Stanford Graduate School of Business, Deborah Gruenfeld, says that in order to build self-confidence you need to do things that put you in the red zone. “Try things you don’t think you can do. Failure can be very useful for building confidence.”
Diving into the South American jungle on my own with a bunch of strangers took a bucketload of chutzpah for someone who is usually such a timid traveller. Setting yourself and your team challenges that scare you a little (or a lot) builds confidence and increases your chances of success in the long run.
2. Be as prepared as a Boy Scout or Girl Guide (but then just wing it). Do your preparation. Plan for worst case and best case scenarios. Then plan and prepare a bit more. But don’t be so rigid in your mindset and so hell bent on your approach that you miss the opportunity to take the different (and better) route when it’s staring you square in the face. I packed so much mosquito repellent in my toilet bag, it drew raised eyebrows at customs. But once I arrived in Puntarenas Province, I shed everything that didn’t serve me – both literally and metaphorically. I wore little more than a sundress and no makeup; and as I shed all the unnecessary outer stuff, I shed the shackles of my outdated mindset. I became more open to whatever was in front of me. I had some of the most incredible experiences of my life, many of which would never have happened if I had stuck rigidly to ‘The Plan’.
She looked right at me and yelled across the gym floor with conviction, “You are a dancer!”
Now there are a lot of labels I’m ready to buy: “You are a leader!” I hope so.
“You are a Mom!” Well, that one could go both ways, couldn’t it? Anything from “Good job, Mom” to “Is this your kid? What was he thinking?”
“You are a keynoter!” I’m working hard every day on my craft, so yes, I’ll take that.
But “You are a dancer?” Seriously? Not me.
But there I was in Barre class at my gym, trying to tone away the Christmas cookies, and the instructor, who clearly IS a dancer, once again looks at me.
“Dancers look at the audience not the floor.” I straightened up. I quickly glanced around the studio, everyone else was standing taller too. Hmmm… maybe she wasn’t just speaking to me.
“Dancers present their legs with a little more attitude in this move. And “YOU are a dancer. A little more attitude please.”
I watched as this entire room of stressed out moms of toddlers, athletes, executives, and folks clearly in it for their January resolution all brought a little more positive “attitude” to the dance.
A SIMPLE WAY TO RAISE THE BAR
Want to raise the bar? Help your team get beyond the just.
“I’m just a keynoter looking to tone and be more graceful on the stage.” True. But how much faster will I get there, if I also embrace my lurking dancer?
“Oh, I’m just a tech guy without an eye for design. Just tell me exactly what you want on your website and I’ll do it, but don’t ask me think to about the way it looks.” Or, “You are a website genius. What do you think is most compelling?”
“Oh I’m just a ticket agent, I don’t make the rules.” Or, “You are creative travel steward.”
“I’m just _____, ” is a self-limiting cop-out which squashes potential and lowers the bar for all of us. Just because you’re this, doesn’t mean you can’t serve the world more effectively by also being a little of that.
How will you raise the bar for yourself and your team in 2017?
All in all, fools are honest and loyal protectors, who allow society to reflect on and laugh at its own complex power relations. They can act as our “conscience” by helping us question our perceptions of wisdom and truth and their relationship to everyday experience. Through humor and frank communication, the “fool” and the “king” or “queen” engage in a form of deep play that deals with fundamental issues of human nature, such as control, rivalry, passivity and action.
As such, fools contribute to group cohesion and an atmosphere of trust by providing an opportunity to humorously and critically review our values and judgments as the powerful socio-cultural structures of power pull, push and shape our identity.
A Digital Workplace, 36 Floors Up Digital workplace discussions usually focus on managing Office files or social media or even the occasional mobile question. Rarely do we think of the structural engineer working on a ruggedized portable terminal 36 floors up in a new office building.
Any building or engineering project is now a digital workplace. If things don’t join up, the project becomes a very visible failure.
The Crossrail tunnels and stations in London are now complete. At Canary Wharf the deep level station had to be constructed in such a way that an escalator bank could be dropped 90 feet through a carefully designed gap in the floors. Finding out the escalator bank was in the wrong place wasn't an option.
side effects of using extrinsic motivation: Decreases students' locus of control/agency. Students, who behave to receive the approval/rewards and to avoid negative consequences, tend to attribute their behavior to external factors and not to their own sense of doing what is right or their desire to learn. When they are in situations without external controls in place they can often be at a loss for what to say or do. Promotes more of a "me" and less of a "we" orientation towards school. Students tend to perceive those who acquire positive rewards and avoid negative consequences as being better or more deserving than those students who don't. Students measure their success by how many more tokens of tickets they have compared to their peers. Competition and social comparison can inhibit a sense of community. Promotes a transactional view of education. When students are in an environment that emphasizes extrinsic rewards provided by those in positions of authority, they can perceive learning as being an act of "doing this to get that."
If you're like many CIOs and other executives and managers, you've been saddled with a bad hire at least once in your career. In fact, most companies have to deal with this issue, according to a recent survey from CareerBuilder. In some cases, candidates lie about their qualifications. In others, they develop negative attitudes while failing to meet quality-of-work expectations. As a result, department productivity and morale typically take a plunge. And this costs companies plenty—a five-figure loss on average. That's why it's essential to conduct background checks, if simply to distinguish candidate fact from fiction during the hiring process. "If an employee isn't well-suited for the job or has a bad attitude, the time they spend not working could significantly impact your bottom line," said Ben Goldberg, CEO of Aurico, a CareerBuilder company. "That's why it's so important to make sure qualifications are substantiated. It's a hard cost to quantify, but it adds up when you consider the loss of employee morale, the additional supervision that employee needs, productivity loss for the organization, revenue that's not being generated and client relationships that could be turning sour as a result of bad impressions." Nearly 2,380 hiring managers and HR professionals took part in the research, which was conducted by Harris Poll.
CIOs face a great many challenges these days: They're under constant pressure to deliver greater innovation, even if they're not getting more funding to do so. They need to justify tech investments by clearly forecasting their quantifiable and qualitative impact on ROI and problem-solving. They're tasked with recruiting the best and brightest tech talent in what could be the most competitive recruitment landscape ever. And they must be ready for anything, as profound business and technological changes are a given these days—not a rarity. To thrive in such an environment, CIOs have to bring a broad range of qualities to the table, including these 10 must-have skills. They cover everything from personal style to people management to trend forecasting to alliance building. When you put them all together, you not only have the makings of a great CIO, but also that of a great organizational leader. Our skills list was compiled from a number of online resources, including those posted by EY and Caldwell Partners.
Each year, we distribute the Gallup Q12 survey companywide, making adjustments based on the feedback we receive. In addition, we rely on accountability appraisals and 360 performance reviews twice a year. Our accountability appraisals allow individuals to first self-evaluate, then receive feedback directly from their managers and team leads. This allows both employees and managers the opportunity to address any improvements or adjustments needing to be made -- as well as to honor successes. The 360 review is a straightforward system that allows employees to nominate any co-worker to provide feedback. Though simple, it often leads to really great conversations, and it provides an outlet for employees to express praise or concern outside the scheduled appraisals.
For many CIOs operating in the digital era, the need to meet customer demands is paramount. But many CIOs also realize that before their organizations can serve customers they must empower employees with premium tools. Borrowing a page from Apple’s Genius Bar playbook, Salesforce.com CIO Ross Meyercord instituted Tech Force teams in the SaaS software vendor’s break rooms. Employees needing technical help can approach the Tech Force staffers to troubleshoot computer, phone or other issues. They get face-to-face with IT staff, rather than filing impersonal help-desk tickets from their desks.
On average, 60 percent of married or partnered couples said they agree when discussing various giving decisions and another 29 percent they “disagree rarely” compared with 11 percent who said they disagree occasionally/frequently.
When asked how giving decisions are shared, the widest disparity in answers among men and women was found among which assets to contribute, with 73 percent of women saying it’s a shared decision compared with 49 percent of men. On other questions of which charities to support, how much to give to a specific charity, or an overall annual charitable budget or amount, the percentage of men and women who said decision-making was shared equally was much closer, as much as 66 and 63 percent, respectively.
Married women said a third of the charitable dollars in the household go to nonprofits that are primarily important solely to them while married men said it was more like a quarter for organizations important solely to them. Married men said almost two-thirds (63 percent) of charitable dollars go to organizations important to both partners while women estimated it was closer to half (52 percent).
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