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How to Create a Culture of Organizational Wellbeing

How to Create a Culture of Organizational Wellbeing | digitalNow |
The best plans to boost employee engagement don't always translate into efforts that last. These three strategies will help integrate engagement into your company's culture in a sustainable way.
Don Dea's insight:
  • Be aware of their own engagement and wellbeing. As the research shows, there's a strong connection between wellbeing and engagement, and that applies to managers as well as their employees. For example, employees may not be aware of all the wellbeing opportunities a company offers, but a manager who discusses and promotes them can encourage his employees to get involved in wellbeing activities. This reflects a powerful cascade effect from managers to employees, Harter says: "When managers care about their wellbeing, their team members take a greater interest in their own wellbeing."
  • Give employees a platform to recognize the actions they're taking to improve their wellbeing and engagement. "A lot of studies are showing that change happens because of our social environment," Harter says. "Norms are shared in a way that's contagious, and companies and managers can help set those norms. But the team will carry them forward."
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Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
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7 Secrets First-Time Leaders Want to Know 

7 Secrets First-Time Leaders Want to Know  | digitalNow |
1. Your character is more important than your competency. More than anything else, you want to be known as a leader who is ethical, honest and trustworthy. It’s important for leaders to be competent and skilled, but that’s not the source of great leadership. It’s your character as a leader that matters most—not only to your team, organization, or venture but also to the world. Without trust, all the competency in the world is meaningless.
2. Your insistence on excellence will be measured daily. As a leader, your standard of leading and doing and acting will be measured daily. Part of the calling of leadership is a commitment to live your life with the highest standards. Excellence matters. It’s a question you have to ask yourself every day: Did I deliver excellence or did I cut corners? Excellence is ultimate measure of success, especially in leadership.
3. Your communication will be welcomed and scrutinized. The finest expression of respect is not praise or status but the willingness to communicate candidly and honestly. It is important to share information, and it will be welcomed when you do. But you’ll also be scrutinized—on how you speak and how you listen. Make sure you communicate in a way that leaves people feeling valued and understood.
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Prevent 20+ Defensive Reactions That Kill Business Relationships

Prevent 20+ Defensive Reactions That Kill Business Relationships | digitalNow |
Imagine a customer, colleague, co-worker, an employee, or teammate telling you they are not pleased with something you’ve done. The very next words you say will determine if or how you will collaborate in the future. Beware these damaging defensive replies:

Everybody does it. It’s normal.
You’ve misinterpreted the situation.
I didn’t mean any harm.
No harm done.
You’re exaggerating this.
Don’t nit pick. It makes you difficult to work with.
Grow up. Stop whining. Act like an adult.
I’m an adult. You don’t direct my actions.
Is this really that important to you?
It’s not my fault; don’t blame me.
We all make mistakes.
I’m sorry if I hurt you.
I’m sorry but …
It’s been a bad day for us all.
This high tech world makes relationships tough.
That’s the culture and how we do things here.
That’s just the way I am.
Everyone else says I’m very nice.
I’m over tired, over worked etc…
I don’t see why this matters.
I guess you are a hyper sensitive person.
You seem to lack self-confidence.
So many people respect you, why let this bother you?
All these defensive reactions paint you as insecure, insensitive, self-absorbed, accusatory, and/or unaccountable. Defensive reactions forecast repeat trouble instead of shared success. People picture future difficulties with you instead of great opportunities.

Ask questions to understand, listen, apologize, and offer a remedy and change in behavior to show appropriate respect for others. This rebuilds and strengthens trust, the bond of all business relationships.
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How Risk-Averse Leadership Hurts Companies

How Risk-Averse Leadership Hurts Companies | digitalNow |
While most C-level executives are confident that their company will outperform its competitors over the next 12 months, many admit that an unwillingness to take risks may result in a marketplace liability, according to a recent survey from Deloitte Consulting. The resulting report, "Deloitte Business Confidence Report 2016: The Bold Organization—Innovate, Lead, Attract," breaks down success drivers into three key areas: innovation, talent and leadership. With regard to the last driver, nearly all survey respondents indicate that bold leadership is essential to deliver breakthrough performances, but most executives said that isn't happening on a regular basis in their company. They also said their organization doesn't offer compensation and promotions to those who take calculated risks. "Being a bold leader is about having the confidence to make decisions that disrupt and therefore transform your business, preparing it for the future," said Janet Foutty, CEO and chairman of Deloitte Consulting. "It's also about taking an integrated approach to decision making. A more united and collaborative approach to change would create greater coherence across the organization. These bold leadership perspectives are not easy to adopt, but without a 360-degree approach, innovation and transformation progress will remain stuck in neutral." An estimated 300 U.S. C-level execs took part in the researc
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Creating the Right Business Culture for Success

Creating the Right Business Culture for Success | digitalNow |
Culture Counts

The tide of new technologies continues to roll in, but behaviors, organizational structures and processes are not changing quickly enough for the humans those technologies are meant to serve. Yes, the new trends promise to revolutionize the way people live and work, but most businesses haven't yet internalized the last two waves of change, and they could be swamped as a result.

Technological change is both a response and a driver of customer expectations. As customers come to expect faster responses and more subject expertise from sales people, along with a more consultative sales process, businesses need to lean on technology to make them possible on a profitable scale.

Yet many companies still fight battles with adoption. Only 26 percent of respondents could report full adoption of sales and marketing technologies, the CallidusCloud research found. Many are struggling to gain acceptable alignment between sales and marketing; 71.62 percent of respondents in the same study reported either siloed systems or no automated systems at all.
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The Marginal Customer

The Marginal Customer | digitalNow |
Consider the marginal customer, which is really the nub of the whole loyalty discussion. As you might sense, a marginal customer is one on the cusp -- someone who might see some value in your product or service but not at your favorite price point, aka "list price."

In tight markets, capturing marginal customers is one of the few avenues for new business and thus growth. Another approach is population growth, but often we don't count this organic growth, because it's almost automatic. Marginal customer capture becomes a fine art for most businesses, and because it represents a zero-sum game that everyone plays, businesses also must foster retention through loyalty programs of various sorts.

That is where the story gets interesting. Attracting a marginal customer has been a tactic for as long as there has been marketing. Temporarily lowering your price through coupons and incentives is ultimately a way of attempting to get closer to the marginal customer's concept of value.
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Rethinking the Customer Journey Map

Rethinking the Customer Journey Map | digitalNow |
Mix Up Your Content Types

Ideally, your buyers will enjoy their journey. To increase that likelihood, provide pertinent information in a format that works for them. Some may want white papers, others videos, other infographics or webinars or even in-person events.

In most cases, it will be a mixture (again, a mixture that you must provide without knowing exactly how buyers will move through it). The bad news is that this adds some complexity and time to the content-development process; the good news is that you won't be creating new content in most cases -- only repurposing it.

Keep Your Ears - and Analytics - Open for Content Canyons

Try as you might, it's almost inevitable that there will be some elements of the journey that you'll overlook in your first iteration. It's also inevitable that customers' desires for steps along the journey will change. Realize that building a menu is not a set-and-forget exercise -- you'll need to evaluate content, revisit personas, and update the menu on a continuing basis.
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Hanging on to Problem People for Too Long

Hanging on to Problem People for Too Long | digitalNow |
Top 7 Reasons We Hang on to Problem People 

As you read through them, consider that usually more than one is going on at the same time, and the more that are "true" for you, the harder it will be to take the necessary action. Check them out and see if any of them are familiar to you or true of a manager/leader you may know:

1. Being overly optimistic about their ability to change. If you’re a good leader, chances are you have a fairly optimistic mindset; you see possibilities where others see only problems. Apply that positivity to chronic underperformers and it works against you. You may be saying to yourself, "Maybe if I give it more time," or "Maybe I'm not helping them enough," and things can go on for too long.

2. Avoiding a conflict or painful situation. Even for some tenured, successful CEO’s I know, the prospect of having a conversation where performance or fit has become an irreconcilable or prolonged problem can be daunting. It can almost be like breaking up with a spouse or partner. People simply don’t want to do it, particularly if the person is well-liked.

3. Finding and recruiting a replacement is hard. Whether you have to make a case internally for a replacement req, or go through an internal/external recruiting process, or you have doubts about your ability to select and hire the “right” person, finding a replacement is difficult and time-consuming.

4. Not wanting to take on their work. Face it, we’re all super-busy, and the prospect of taking on someone’s work yourself, or assigning it to one of your team, is off-putting. Some elect to hang on to a problem person rather than deal with the additional work for the time it may take to justify and/or find a replacement.

5. Reluctance to admit a failure. Whether you’ve recruited the person and feel it would reflect on you badly that they didn’t work out, or they’ve worked for you for a long time, and your relationship is otherwise strong, having to fire or exit someone, it can be seen as your own failure, one that can be a hard pill to swallow.

6. Belief that they are irreplaceable or holding something together. They may have deep specialized knowledge that others lack, or manage a business, region, or set of functions that others don’t know, or they are particularly beloved by their team, it can be seductive to imagine that they are the “glue” holding things together, and without them (even despite their prolonged underperformance) things will come apart.

7. Loyalty or humanity. Maybe you like them, they like you, or both. Perhaps you worry about their family, livelihood future, or the emotional impact of a job loss. It’s both understandable and admirable that you would care about someone on your team, although if they are wrong for the role or not delivering results for a prolonged time period, chances are good a) it's going to have to happen, and b) their issues are a problem for their colleagues/your other people too.

What to do about it
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Maturing from Me-leader to We-leader: Get Comfortable in Third Position

Maturing from Me-leader to We-leader: Get Comfortable in Third Position | digitalNow |
Leaders who have an unintentional discouraging or negative impact on others, be it minor or more major, tend to overuse first position, and avoid third position. Here’s my suggested Third Position practice: 

In several upcoming meetings and one on one discussions, take a small piece of your attention, and (metaphorically) float it in the air above the room like a satellite for the duration of the meeting. Imagine it’s observer-you … watching you, the other(s), and your impact on them. As you do this, silently ask yourself three questions:

1. What most needs to happen in this discussion?

2. How am I helping—or getting in the way—of that?

3. How should I adjust what I’m saying and doing to draw out their absolute best?

Ask yourself these questions and adjust how you participate once or twice during the discussion. Your answers may be to say less, say more, read others more carefully, ask different questions, etc. Try again in the next meeting or discussion, then the next one, etc.
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How Avoidance Destroys Strategic Initiatives

How Avoidance Destroys Strategic Initiatives | digitalNow |
Breaking the cycle

The first step is to recognise when avoidance is happening.  Remember, avoidance is an almost imperceptible pressure and it is often completely outside of our awareness. But asking key questions can help us to identify its presence:

Are things getting done in your group through heroics and fire-fighting?
Do you get the feeling that you and your team are “dancing around something” or “walking on eggshells”? Do you experience this feeling when interacting with your managers?
Do you find yourself becoming agitated, frustrated or easily upset? Are members of your team becoming agitated, frustrated or easily upset? Are you seeing this behaviour in your managers?
Do you feel you are working towards unrealistic expectations or being exposed to ungrounded thinking?
Are blame and/or cynicism becoming more prevalent in your team? Are factions developing in your team?
Becoming sensitive to avoidance will put you in a better position to open up a conversation on the issues that are being avoided. At first, it will most likely feel uncomfortable, but simply remaining present and listening to what others have to say can go a long way in helping to reduce avoidance.

This knowledge can foster a better understanding of the anxieties that drive avoidant dynamics in your team and how to deal with them. Crucially, it will also put you in a better position to effectively engage with senior management.
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Mobile Still Has a Long Way to Go

The voracity with which users have taken to mobile internet has once again turned digital on its head; just who will be a winner in this cyber sweepstakes remains to be seen.

How much do you really enjoy browsing the internet on your phone? Having it within easy reach is certainly useful, but it’s fiddly to use. Apart from difficulties with fat-finger typing, predictive texting can turn our messages into something laughably different to what we were intending. All in all it can be a bit of a struggle.

Despite these drawbacks, there’s no stopping its popularity. Whereas three years ago only 15 percent of page views worldwide came from mobile devices, by now that figure had risen to over 40 percent and further explosive growth is forecast. The new motto therefore is “mobile first”.

The impact of this goes further than having to put up with an awkward little screen. After a difficult start in the 1990s (who still remembers the first internet bubble?) it looked like the digital business models were maturing. Building a promising internet business is no longer just a matter of finding ways to increase your unique page views; today you can also earn good money from advertising subscriptions and e-commerce.

Mobile fans claim earning opportunities can only get better in the mobile world. Your phone knows where you are and that means more relevant services and information being offered while all you have to do to pay for it is click or swipe. What these fans fail to mention, however, is that not only does this require a certain level of investment, but the “winner takes all” effect is far stronger than for the PC.
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7 Insights For Emotional Branding

7 Insights For Emotional Branding | digitalNow |
1. How Emotions Shape Brand Perceptions
While a company may believe it has a technically or functionally superior offer, consumers’ evaluations are in essence emotionally based. Objectivity doesn’t exist, because everything gets filtered and colored by emotional responses. The bottom line is that there’s almost always more commercial gain to be made by going with, rather than against, what people have already emotionally internalized and accepted.
2. Igniting Brand Growth Through Emotional Connections
Psychology and behavioral science shows us that every human impulse to act is driven by emotions. The rational brain has an opportunity to veto that impulse, but if the emotions are strong enough, the rational brain can be overridden. Imagine the impact this has on brand choice, purchase decisions, and loyalty. Do you know what emotions you want your consumers to feel? Do you know whether this will ensure victory against your competition in your category?
3. How Brands Make Emotional Connections
There are many innovative ways to achieve emotional connection— from advertising and the quality of frontline consumer contact, to consumer membership organizations and company-sponsored consumer events. Emotional connection can take your customers beyond brand loyalty to the ultimate measure of a compelling brand: brand advocacy.
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The intuitive leader: Accessing the field 

Step one: Connect to the silence within

Far below all of our incessant mind-chatter, the list of what we have to do and what we have not yet done, the voices that berate us and celebrate us, is a quiet space. This space can be found with as little effort as taking a breath.
In the pause that precedes every inhale, lives silence. Take one breath and try it.
When we can learn to rest in it over time, we become comfortable in not needing to chase after conscious thought for answers.
Step two: Heed the impulse

From the space of silence, a clear impulse beyond rational understanding may arise. When this aligns with your ultimate vision, the impulse should be heeded.
It may come as an instantaneous knowing accompanied by an image of how it will move the vision forward. At other times, it may come as a sense of urgency and excitement that is designed to steer you to action.
When this impulse arises, and it’s uncluttered by a fear-based emotion or limiting perceptions, it can serve as a sign post pointing you to the next step on your path.
Step three: Stepping into action

When you are moved to step into action, follow the feeling of the impulse. There does not need to be a clearly defined plan of action or a clearly designated image to follow. Instead, there is a gut sense of how this impulse will carry you forward.
Trust what comes and move with it. Once and action is taken, it is vital that we sit back, observe its impact, and return to silence as we integrate our learning and await the next impulse. When we practice these three steps in continual succession, we discover a circular dynamic continually moving us toward our vision, guiding our action and responses.
With practice, this capacity to move and respond from intuition will be refined and honed. Ultimately, as Co-Active Leaders in the Field, we accept ownership for the whole of life on our planet. We seek to create a world that works for everyone because we understand that we are a part of everything that is happening in our larger world. We do, in fact, create our world together, every day, and all of our actions have an impact.
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The Accidental Communicator

If You Say It, You Have To Own It

The speech that you give has to be your speech which represents your thoughts and feelings. Often times we’ll add additional things to our speech to support our position such as quotes or statistics. If the amount of time that you have to give a speech just got shorter, these are the things that you’ll need to drop. Keep the parts that clearly make this your speech and your thoughts.

Everything You Say Must Be Purposeful

This may be the most important part of your speech. Why are you giving it? What actions do you want your audience to take based on hearing your speech? These are all points that you have to be very, very clear about. No matter how little time you are given to deliver your speech, the purpose of your speech much be front and center of your speech.
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Management by Talking Around 

Management by Talking Around  | digitalNow |
Create a discipline. Set time aside on your calendar for informal exchanges with others. Busy-ness and efficiency are the enemy of conversation-based leadership. So, prioritize this like you would any other critical activity. Block out even 20 minutes every day. Compress your normal one-hour meetings to 50 minutes and redeploy the remaining 10 minutes for unstructured conversation, whether with those meeting participants or others. Try setting a goal for yourself. Add a to-do to connect with a certain number of employees each day. Create a discipline, and MBTA will ultimately become a habit.
Bring value. A lot of communication advice focuses on listening, and that’s obviously critical. But employees also want to hear from you. Part of the cache of conversing with leaders is getting the latest and greatest, being “on the inside” and “in the know.” So consider your audience in advance and be prepared with nuggets of information that will leave them feeling informed and inspired.
Take the “question-a-week” challenge. Identify one topic you’d like to explore and select a question that you’ll ask everyone you encounter. It might be focused squarely on the business or on more diffuse, human issues. Do this regularly, and you’ll quickly become a one-(wo)man think tank. You’ll develop a repository of important information about the organization and staff while building employee engagement. Some examples:
“What’s the biggest changes you’re seeing in our customers?”
“What one organizational change would enable you to do a better job?”
“What have you learned this week?”
“What do you think is our biggest liability/opportunity?”
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Ten Key Behaviors of Good Operators in Business

Ten Key Behaviors of Good Operators in Business | digitalNow |
Ten Key Behaviors of Good Operators
Good operators…

Run lean operations (Lean as in slim or the opposite of bloated.)
Manage cash like it is precious. (It is.)
Partner with customers to understand their businesses and challenges at a detailed level. (Go figure.)
Build strategies around a blend of customer insights and a carefully cultivated view to the future. (They often don’t provide the answers, they enable and hold their teams accountable to finding the answers.)
Invest in technologies and offerings that reduce customer burdens and help them move forward in their own businesses. (Go figure, part 2.)
Fire unprofitable customers, shed irrelevant operations and put stakes in people’s pet projects with ferocity in order to free up critical resources. (If it is irrelevant it goes.)
Engage in a constant dialog with the workforce. (Some telling, but mostly listening and then supporting/enabling.)
Put the right people in the right roles to do the right things. (Job 1.)
Invest in their people. (Job 2.)
Focus on improving in every aspect of the business every single day. (Job 3.)
The Bottom-Line for Now:
You can label them as leaders or managers. In my mind, they are good operators using all of the tools of leadership and management at their disposal. And they are more critical than ever.
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How to Develop a Comprehensive IoT Strategy

How to Develop a Comprehensive IoT Strategy | digitalNow |
Driving Operational Efficiencies

The value of IoT is clear, says Accenture Digital's McNeil. It can drive operational efficiencies that would have been unimaginable only a few years ago.

For example, by tagging food or medicine, it's possible to ensure that the item has been kept at the right temperature throughout transport—and pull it from shipments or shelves if there's a problem. It's also possible to better connect with consumers through real-time contextual marketing, as well as to monitor machines and performance far more efficiently.

However, the IoT can also introduce entirely new business models. For example, Uber and Airbnb are both businesses built entirely on IoT functionality. These businesses couldn't have existed in the past.

It's important to look for ways to both improve business and disrupt industry, McNeil says. That's where IoT value peaks.

"The IoT provides a way to improve operational efficiency and cut costs, but it also introduces the possibility of adding revenue streams," he adds. By using computers, devices, sensors and real-time data processing to create digital data points, organizations can move from being a product-based company to a data-driven company.

Capgemini's Smith says that at the center of all this is a very basic concept: "Fueling the disruption with dexterity. You can brace yourself for the change, and you can react to the change, or you can try to fuel it."

Making Connections Count

One company attempting to take the latter tack is Armored Diesel Repair & Services, a San Antonio firm that provides field services for trucking and equipment companies in the oil and energy industry. Armored Diesel places repair trailers onsite at customers' locations scattered across the Eagle Ford oil basin, and many of these facilities are hundreds of miles away from the central office.
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The Lego-ization of Software, or the Rise of Snap-On SaaS

The Lego-ization of Software, or the Rise of Snap-On SaaS | digitalNow |
In a growing number of cases, however, SaaS offers an answer. Imagine the delight of the weary IT practitioners when they realize the custom car they wanted to drive already is built. All they have to do is add their personal pinstripes to the sides of the vehicle and it is ready to go.

Here's an interesting data point: The companies now taking SaaS to the highest levels are consistently among the fastest-growing firms in the world.

Thanks in part to SaaS' ability to reach new bastions of IT that formerly were considered too sacred, SaaS revenues are expected to reach US$106 billion in 2016. This marks an increase of 21 percent over projected 2015 spending levels and a 30 percent compound annual growth rate, compared to a 5 percent growth for overall enterprise IT.

The conclusion is clear: It is time to stop believing your company's IT challenges are unique and that its needs for scalability and interoperability are exclusive. Truth be told, there's less that is unique and more that's in common among the majority of companies today.

Thanks to the increasing "lego-ization" of IT, the modular SaaS model is replacing the last bastions of custom-developed IT infrastructure, as a better way to allow businesses to grow.
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Platform as a Platform

Platform as a Platform | digitalNow |
Ecosystems Come Into Focus

The platform wars are in full swing, but the outcome seems assured. There will be several major competing platforms, and we know which providers have them. Resistance is futile. Announcing a new platform today is spitting into the wind. However, there's plenty of opportunity at the platform level for the third-party applications commonly called the "ecosystem."

In the bad old days, third parties couldn't commit to a single vendor because markets were not big enough. Today, though, committing to one vendor's platform is smart business. Committing means abandoning the need to maintain source code tuned to this or that operating system, database, hardware or even language.

It seems to me that smart startups should begin life with a commitment to an ecosystem -- and thus a platform. It also means figuring out a useful offering in a market that seems to have everything, but that's a story for another time.
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Social's Turning Point | Trends

Social's Turning Point | Trends | digitalNow |
Today, CRM depends a lot on social networks as a source of customer data and customer communication in marketing, sales and service. I've likened social networks in CRM to a form of community. Social is now integral to CRM, so it's important to ensure its health.

That said, social networks' big advantage is their independence and ability to take on all those who wish admission. Having a parent company own a network -- as Microsoft now owns LinkedIn -- is problematic for the likes of SAP, Oracle and Salesforce, which compete at the CRM level, and in some cases HR and HCM.

It's not the same as buying another app company. Social networks need to be independent common carriers, so figuring out a better and more predictable business model for social is a pressing concern. Even in its still-nascent state, social is too big to fail, and we can't afford to see this market consolidate as so many others have.
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5 Great Questions Confident Leaders Ask Their People

5 Great Questions Confident Leaders Ask Their People | digitalNow |
What can I do to help us work together more effectively?  
Is there anything I'm not noticing or paying enough attention to that I should know?
What should I know about your workload that would be helpful to you?
Is there anything I'm doing -- or not doing -- that's de-motivating?
What (more) can I do to help you with your goals and your career?
* * *

Use them sparingly: Best asked separately (not all five at once) and periodically

When the possibility of asking them comes up in discussion with my coaching clients, I hear a spectrum from, "No way I'm going to ask this," to "If I ask this, I'm going to have to do something about it," to "This is a great question."

The latter response comes from more secure leaders. You have to have a healthy ego to ask blind spot questions and hear the answers with an open mind. When they use the questions, my clients have found they have yielded great results.
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How to Stop CEO Failure

six typical flaws in CEOs that either don’t show up further down the ladder or have actually helped the leader to climb it, but in many cases, become liabilities in the corner office:

·         Excessive narcissism (constant need for admiration, can solve problems without help)

·         Hubris (confidence becomes pride and arrogance, “rules don’t apply to me”)

·         Imposter syndrome (dread of being exposed as imperfect)

·         Folie à deux (leaders shift delusions to subordinates)

·         Hypomania (excessive optimism, anything is possible)

·         Inadequate life scripts (replaying scripts that satisfied basic wishes in the past)

These flaws are often exacerbated by the nature of the job. This is what I call “altitude sickness”. The CEO role is a lonely job. At every career step before this one, there are peers to talk to about what’s going on, but those checks and balances disappear at the top. Information and feedback are distorted; people tell the boss what they think he or she wants to hear. Leaders are often expected to personify the company and are idealised by employees. External stakeholders are even worse; they want to see a winner or, preferably, a CEO who’s on a perpetual winning streak. It’s more than a lot to live up to.

The ideal environment within which CEOs could learn, however, would be far from the environment that most CEOs currently occupy.
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Managing Thrill Seekers

Managing Thrill Seekers | digitalNow |
Not your “normal” office employee

The question is how to deal with these people? How can we channel the positive aspects of their character and lessen the negative aspects? How can we get the best out of them?

In answering these questions, we should keep in mind that thrill seekers like Lawrence will always have problems with more regulated society. Their behaviour is bound to cause a certain amount of conflict. At the same time, given their knack for adventure, many of these people will have the ability to attain the highest levels of creativity and innovation in science, business, government and education. But people who decide to hire them should be cognizant of what they are in for.

These Type T personalities can cause havoc with respect to more habitual organisational processes. The people who employ them need to be very careful in selecting work that will fit them. Because thrill seekers are quickly susceptible to boredom and dislike repetition, routine and dealing with people who are not stimulating, managers need to find creative solutions to channel their considerable energy into constructive paths. They are best suited for positions involving novel, stimulating and unconventional activities – unstructured tasks that require a high degree of flexibility.
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3 Drivers Of Brand Choice

3 Drivers Of Brand Choice | digitalNow |
Priorities – consumers buy into products that talk to the things that matter in their lives. But “things that matter” is not a static thing. As social attitudes change, what matters and the level of urgency that we have for its attainment also changes. Marketers often believe that people buy products and services because of their intrinsic goodness. That’s why they’re so keen to tell stories based on features. But powerful brands look to appeal to our wish to change the world. That world may be as immediate and personal as our own happiness, or as panoramic as global change. It must press a button in us that others can’t press in the same way. Perhaps it’s speed. It could be time, quality, excitement, finding, togetherness…And it changes. Not just as attitudes and priorities change, but also as competitors match a particular appeal or pitch a greater appeal to buyers.
Brands need pressure to work, not in a selling technique sense but in the sense of gathered energy, because without pressure there are no priorities. People look for inspiring answers to things that loom large. The critical insight is understanding why your brand delivers on a timely priority in an inspiring way.
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Color Psychology In Marketing 

Color Psychology In Marketing  | digitalNow |
In North American mainstream culture, the following colors are associated with certain qualities or emotions:
Red –excitement, strength, sex, passion, speed, danger.
Blue –(listed as the most popular color) trust, reliability, belonging, coolness.
Yellow –warmth, sunshine, cheer, happiness
Orange — playfulness, warmth, vibrant
Green — nature, fresh, cool, growth, abundance
Purple –royal, spirituality, dignity
Pink — soft, sweet, nurture, security
White –pure, virginal, clean, youthful, mild.
Black –sophistication, elegant, seductive, mystery
Gold — prestige, expensive
Silver — prestige, cold, scientific
Market researchers have also determined that color affects shopping habits. Impulse shoppers respond best to red-orange, black and royal blue. Shoppers who plan and stick to budgets respond best to pink, teal, light blue and navy. Traditionalists respond to pastels – pink, rose, sky blue.
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Emotional Intelligence as a Leadership Predictor

“A leader’s intelligence has to have a strong emotional component. He/she has to have high levels of self-awareness, maturity and self-control. He/she must be able to withstand the heat, handle setbacks and when those lucky moments arise, enjoy success with equal part of joy and humility. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.”
~Jack Welch, Former Chairman of General Electric speaking to WSJ

Leadership begins and ends with inner strength requiring the ability to understand ourselves very well while consistently learning, growing and developing. In addition to enhancing self awareness, strong leaders are adaptable to their surroundings, transparent, exhibit positive energy and practice emotional self-control. Effective leaders are empathetic, service-oriented and organizationally aware of their surroundings, reading people and cues well. Lastly, they are relationship builders, inspiring others, influencing effectively, coaches, people developers, team collaborators and able to manage conflict as well as change. All of these are dimensions of emotional intelligence.
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