Put it on paper. If it’s clear to you that you can’t fall asleep because you’re worried about a problem at work or in your personal life, “get your problems out of your head and on to a piece of paper,” Buzzfeed advised. But don’t just put the problem in writing; jot down a few possible solutions, too. Buzzfeed reported that in one study published in the medical journal Behavioral Sleep Medicine, two groups of volunteers each wrote down three things that seemed to be interfering with their sleep. Volunteers in one group left it at that, while those in the other group also put solutions to paper. Across the board, those in the latter group relaxed and were able to fall asleep with far faster than their counterparts. 2. Practice mindfulness meditation. Mindfulness meditation involves “focusing on your breathing and then bringing your mind’s attention to the present without drifting into concerns about the past or future,” according to a Harvard Health blog. “It helps you break the train of your everyday thoughts to evoke the relaxation response, using whatever technique feels right to you.” Herbert Benson, MD, founder of the Mind/Body Medical Institute at Boston’s Massachusetts General Hospital, was quoted in the blog as recommending one session of mindfulness meditation daily.“The idea is to create a reflex to more easily bring forth a sense of relaxation,” he said. “That way, it’s easier to evoke the ‘relaxation response’ at night when you can’t sleep.” To trigger the “relaxation response,” Harvard Health suggested, first select a calming focus, such as your breath, a sound (like “om”), or a phrase (like, “Breathing in calm, breathing out tension” or “I am relaxed”). If you pick a sound, repeat it aloud or silently while inhaling and exhaling. Then, let go and relax. Don’t about how you are doing, and if your mind wanders, take a deep breath and say to yourself, “thinking, thinking.” Then return your attention to your chosen focus. A little skeptical? According to The New York Times, a recent study published in JAMA Internal Medicine revealed that subjects who were taught mindful meditation improved sleep better than did participants who only practiced good sleep habits, such as going to bed at the same time each night.
Global human resources firm Haufe recently started allowing staff to choose their own leaders, including the CEO. And so far few people there appear to be complaining. “I totally believe in this concept,” Kelly Max, the currently elected CEO of the company’s U.S. operations told Business Insider. “If there’s somebody who thinks I’m not doing my job well enough and there’s someone who could do my job better, I would absolutely want that person to be part of the process.” Apparently, Haufe founder Herman Arnold adopted this radical approach to succession planning in 2012 when he decided he was not suited to being CEO of the German-based company while it expanded overseas.
How would migrating to the cloud affect our bottom line? It could save you money. You can leverage aggressive new cloud-licensing models where they are available, pay only for what you consume and shed capital investments. While a common argument for not migrating to the cloud is that you’ve already made significant hardware investments (and these investments and their amortization cannot be ignored), it is important to understand and evaluate the future variable costs that are dragged along with those sunk costs. “Introducing the idea of cloud migrations—integrated with the refresh cycle or capacity-planning process—can increase the chances that you break that sunk-cost cycle and reduce or eliminate significant maintenance costs.” Much of the expertise you must keep on staff or on contract to monitor, patch, maintain and upgrade the storage and application servers is significant, but can be reduced or eliminated with a move to the cloud. In circumstances where these capital investments do swing the equation, start the discussion early regarding the hardware-refresh cycle and capacity planning. Keep in mind that hardware refreshes typically happen every 3-4 years. Increased capacity requirements may result in additional hardware (and more sunk costs) to be purchased in the meantime. Introducing the idea of cloud migrations—integrated with the refresh cycle or capacity-planning process—can increase the chances that you break that sunk-cost cycle and reduce or eliminate significant maintenance costs.
3 tips to get you started with emotional connection in the boardroom. 1. Validate differences. During the Allergan hostile takeover attempt by Valeant, Mike Gallagher, Lead Director of Allergan, incorporated a mandatory engagement process by which each board member was given an opportunity to voice their opinion. When there were differences, directors were reminded to respect and validate those views. A study by Baumeister and Leary shows that when people feel validated, their cognitive functioning improves and they feel more connected to the group. “When we are emotionally connected, we perform better.” 2. Reframe the problem in terms of attachment. At one of the audit review meetings, directors were getting into a heated argument. One director stopped and said, “Can we slow down a bit. I can see that this topic is very important to everyone because we all care about the company and about our employees. I can hear that we are getting stressed out about our PR strategy and I just want to say that we all want the company to succeed.” When the problem is framed in terms of care instead of not caring, it slowed down emotions and helped people be open to other opinions. Reframing cultivates compassion and contact rather than mistrust and alienation.
1.) Lead from Strength The best leaders are effective because they know what they’re best at and they lead with those skills. In order to create effective millennial leaders, we must help them first understand their strengths. Consider using a strength finder assessment or the Power of Why? to unveil your millennials’ strengths, passions and values. Each of your millennial workers has their own gifts and talents. Your job is to identify what these skills are so you can place them in the optimal position for them to succeed. This is how millennials can tap into their true leadership power—by leading from their strengths
2.) Teach the WIFThem strategy Knowing your strengths is critical to being a great leader... but it does no good do if you can’t communicate your strengths to others. Teach your millennials how to communicate their value so it’s relevant to whomever they’re speaking to. At launchbox, we use the WIFThem strategy, which stands for “What’s in it for them?” We must show millennials that when they shift the focus from “me” to “them,” they can deliver the most value. As the most purposeful generation, they get this. Lets say your millennial is talking to a prospective client. He can either say a.) “I am a people person,” or b.) “I offer impeccable customer service, anticipate people’s needs and go above and beyond to solve customer problems.” Which sounds better? Show your millennials how to align the WIFThem method with their strengths so they can lead effectively. This is true leadership power.
Empathy is often defined as the ability to understand the feelings of another and to imagine the thinking behind those feelings. It is about understanding another person from their point of view. Consequently, being able to empathize with another requires that you recognize and suspend your own thinking in order to understand the person that you are listening to. This requires that you listen nonjudgmentally while trying to understand the other person.
You can do empathy by making a reflective statement of the emotions you are seeing in the other person, as well as trying to understand the thinking behind those feelings. For example, in the case of my son, rather than saying, “At least you didn’t crack your skull,” I could have said, “I can see that you’re upset you got hurt and are sad about not being able to do everything you planned for this summer. I imagine you’re especially upset about not being able to go to Africa on your humanitarian trip. Would you like to talk about it?” Making such a statement would have allowed him to share more of what he was thinking and feeling in the situation rather than shutting him down.
How Not To Do Empathy
Common phrases to avoid are those that are associated with judgment or criticism, words such as “at least,” “because,” or “but.” The use of the phrase, “at least” is commonly used to highlight the consequences but ignores the person’s feelings such as, “At least you didn’t break your head.” The word “because” often shows up as justification for the offered advice, as in, “You shouldn’t have attempted that hill because look what happened.” Finally, “but” is sometimes used to highlight what action was taken that did not yield the desired results, as in, “I asked you to do this, but you did not follow my direction.” Unfortunately, these phrases come to mind easily, seemingly with little thought on our part, and do more harm than good.
The volume of data in an organization is growing immensely–which begs the question: Is it time for a chief data officer? If a CDO is not already on board, it may be time to recruit one. According to a survey from Experian Data Quality, titled "The Chief Data Officer: Bridging the Gap Between Data and Decision-Making," CIOs and other senior tech leaders are under pressure to provide better data to the business side more swiftly. Yet their efforts are often sidetracked due to a lack of data management. Without any ownership over data-driven decision-making, one of a company’s best assets—its data— goes untapped.
Additionally, inaccurate data creates business-impacting issues and regulatory risks. By hiring a CDO who can take command of data management, companies can potentially avoid such outcomes.
"Business leaders need to create a culture around data," said Thomas Schutz, senior vice president and general manager of Experian Data Quality. "Businesses need evangelists for data and individuals with the intelligence to not only ensure information assets are governed, accurate, accessible and complete, but also promote the use of data for good across the business … The CDO puts that concept front and center."
The survey revealed:
*49 percent of those surveyed feel increased pressure to provide data to the business more quickly, and 47 percent see a greater demand for higher quality data.
*57 percent anticipate that within the next 12 to 18 months the volume of data managed within their organization will expand by an average of 33 percent.
* 70 percent said they face obstacles in implementing data-driven decision-making because no one seems to "own" the process.
More than 250 CIOs and CDOs took part in the research.
A vast majority of senior IT decision-makers and customer experience professionals said that the pursuit of a digital transformation has created significant challenges for their organization, according to a recent survey from Bizagi, which was conducted by Loudhouse Research. The resulting report, "The Agility Trap," indicates that most businesses are either implementing digital transformation projects or plan to in the future. With constantly increasing customer expectations driving much of these efforts, most survey respondents agree that business agility is critical for this transition, but very few of them said their company performs at a high level of agility. It doesn't help that when incorporating technology changes, IT systems are frequently too complex, or that change initiatives take too long to complete. Tech teams must work closely with their business counterparts to overcome these obstacles, in the interest of their organization's competitive advantage. "Companies undergoing transformation can experience a lot of turbulence along the way," according to the report. "Large, complex organizations often discover that the pace of change is set by their customers and a wave of disruptive competition. This can make these businesses feel very slow, very quickly." More than 1,000 senior IT decision-makers and customer experience professionals took part in the research.
Gamification (the use of gaming concepts in a non-game setting) has been used in online marketing for decades. This approach helps to promote consumer engagement, retention, and desired behavior.
For example, you may remember the M&M's eye spy game from a couple years back; viewers needed to "find the pretzel" in a picture filled with colored M&M candies. This simple-to-execute, cheap game boosted the brand's Facebook followers by more than 25,000 and heightened awareness of the company's new pretzel product.
Add rewards and incentives that resonate to a model like this and boost engagement even more. For example, what if finding the pretzel led to a digital gift card to a retailer of choice?
Experts say that offering a reward can increase engagement exponentially. Whether for a general consumer promotion, a market research study, or an employee program, gamification can be an effective approach to catching the attention of a target audience.
Adding compelling rewards and incentives can create even more motivation to "win."
If you build an engaging model for loyalty and engagement, amazing things can happen. And they happen at the subconscious level.
The hunt, the game, the payoff—it's a winner: Pokémon Go is just one example of its power. The model is driven by body chemicals, endorphins and dopamine, which are responsible for feelings of pleasure and well-being. Adding a thoughtful incentive and reward program (giving people something that they actually want to earn) and making engagement into a game can make all the difference in outcomes.
Lower Work-Life Balance Leads to Higher CEO Approval Rating
While it might sound contradictory, Glassdoor found that a decrease in work-life balance translates into a 2.9% increase in CEO approval rating. The research suggests that employees “may be willing to sacrifice work-life balance for purpose-driven work and a visionary, inspiring leader.”
Fast growing companies with high achieving workplaces were cited by Glassdoor’s report as having high rated CEOs with low work-life balance.
Founder CEOs Boast a Higher Approval Rating Than Their Peers
Glassdoor found that founder CEOs enjoy higher approval ratings than external CEOs. According to Glassdoor, this trend suggests that how a CEO comes to that position is an “important predictor” for being a successful leader.
Glassdoor’s research found that overwhelmingly this characteristic was one of the most significant for a higher approval rating. Age, gender, education and tenure had no effect on CEO approval, according to Glassdoor.
• “What encounter did I handle particularly well today and why?” • “What encounter do I believe the other person in the exchange thinks I handled well and why?” • “What encounter did I handle poorly today and why?” • “What encounter do I believe the other person in the exchange thinks I handled poorly and why?”
By exploring both positive and negative experiences from multiple perspectives, you develop a more nuanced and dimensional understanding of your strengths, weaknesses, motivations, and fears. Such exploration will also help you navigate the constant pull between being who you are as a leader and who others need you to be.
"How do I put brand awareness on the back burner? What else should I be focusing on?"
When doing PR, you have to remember what channels are the most measurable. And anyone who knows anything about digital marketing knows that SEO is the king of measurable channels. Because of this, it only makes sense to partner up with SEO.
PR can play a huge role in the success of an SEO campaign by supporting the SEO team's efforts and acting as an assist to help increase keyword rankings, the overall health of the website, and brand recognition.
2. Measurable Metrics
Brand awareness can only get you so far. So, if you don't know how to report on the metrics you are finding, all your efforts may seem pointless (and irrelevant) to the client.
Now, don't get me wrong… Measuring traffic is important. But there are other metrics that are just as important—if not more important.
For example, when analyzing and measuring, make sure that you take into account your SEO keyword strategy. This entails ensuring that your anchor text is keyword-rich and your link targets are on a transactional (or converting) page. Keep an eye on a keyword you are plugging into an anchor text and ensure you are watching that specific keyword continue to rank higher and higher. As the keyword progresses, so does your value as a PR pro.
The best course of action for employers is to use a blended approach to recruitment and training in order to deal with the challenges of skill shortages. Every job type should be carefully studied to determine the skills that make employees successful. An employer can work with an outside vendor, such as a temporary recruitment firm or a workforce development consultant to conduct an objective review through observation and employee surveys.
Then, each company needs to catalog the skillsets that are primary for career success, given the parameters of the organization itself. These may be a combination of soft skills, like time management and interpersonal communication, as well as technical skills, such as use of a particular software or method of producing work.
Several cities and states have begun raising minimum wages, and a number of major employers, ranging from Walmart to McDonalds to Starbucks to Ikea to Gap—have been boosting their pay lately, prompted by tightening labor markets and lured by the benefits of augmenting employee wellbeing. But Restaurants Unlimited patrons apparently balked at being asked explicitly to foot the bill so that the company could pay its workers more. “We truly appreciate all the feedback from our loyal guests regarding the one percent living wage surcharge policy,” Eschweiler said in a statement to The Oregonian. “After further consideration we have decided to discontinue this policy.” Given the slump being experienced by much of the restaurant industry these days, and the continued financial pressures on many of its patrons, it doesn’t take much to chill eatery CEOs’ impulses toward boosting pay. But labor-market pressures might prompt more restaurant chiefs to take chances like Eischweiler did anyway. In any event, a general lesson for all CEOs from Eischweiler’s stumble is that they must balance the utility of pay hikes in attracting and retaining employees against the upward pressure higher pay puts on prices—at a time when consumers are more price-conscious than ever.
While some shareholders may feel moral outrage, most are far more concerned with how successfully Horta-Osorio executes his fiduciary duties,” Management Today says. “The fact of the matter is, this scandal will not affect the bottom line. Unless it becomes an unbearable distraction for Horta-Osorio himself, it will not harm the business.” Others may be wondering why a CEO would be targeted in a way that’s normally reserved for politicians or celebrities in the first place. The Independent reports it may have something to do with the fact that Lloyds was bailed out during the financial crisis by the British public, who still literally own some of its shares. Horta-Osorio wasn’t in charge during the great recession and is actually leading a turnaround of the bank.
To be fully protected, here are 5 components that a company’s leadership team needs to ensure are included as part of its cyber liability insurance policy. 1. Ransomware protection. When ransomware attacks occur, an organization’s files or entire system are locked until a specified amount of money/ransom is paid to the perpetrators. 2016 has seen a string of ransomware attacks targeting a number of industries, especially healthcare. Ransomware typically comes from either compromised websites or email attachments, and employees are tricked into opening attachments that then install ransomware. Due to the large amounts of damage caused by ransomware attacks, cyber insurance providers are sometimes reluctant to expose themselves to such a high level of risk, and therefore don’t always offer ransomware coverage in their basic policies. As a result, companies considering insurance should ensure that ransomware protection is included. 2. Legal tender vs. monies. As ransomware attacks continue to increase, it is essential for insurance policies to clearly define and cover both “legal tender” and “monies.” Legal tender refers to government issued circulating currency, while monies refer to a medium of exchange that will hold value for a long period of time. In the cyber realm, this is most often the Bitcoin, which is the type of payment usually demanded by those committing a ransomware attack. Companies without coverage for monies may not be eligible for reimbursement of a paid ransom in the event of a ransomware attack. 3. E-business interruption. In the digital age, the operation of a company’s website is often directly linked to its ability to do business and earn money. However, in the event of a cyber attack, websites are often disrupted—a server can fail or ransomware may lock a web page. Companies, especially those that depend solely on e-commerce for their sales, must be sure that their cyber policy covers e-business interruption.
Monahan says boards no longer simply evaluate the CEO, review succession plans and offer advice. They want more direct involvement in the business and expect the C-suite and corporate managers to help them. “Increasingly, CEOs have to arm directors with more information at a much deeper level than was common in the past,” says Monahan. “Full executive teams are entering into broader and deeper dialogue with directors.” Boards are under increasing pressure not only to increase shareholder value, but to reduce CEO turnover. Activist investor groups are also fueling some of the changes. Nasdaq’s Activist Landscape report revealed an 84% increase in activist campaigns targeting industrials in 2015 while financial, technology and healthcare companies saw a 52% risk in activist campaigns. Korn Ferry research reveals that boards are also using more robust assessment tools in CEO selection and evaluation. In addition, many are taking more active roles in everyday operations, something that could create tension should boards engage in micromanagement.
Pay close attention to the practices of managing people. The theories are so redundant and contradictory that they will feel like they are bending around themselves like origami. You may indeed have gone into business in the first place because the subject of finance is relatively clean and clear; it doesn’t have the messy ambiguities of, say, psychology or literature. Such preferences don’t matter. You will end up distinguishing yourself (or not) on your ability not just to work with others, but to inspire them, draw insight from them, observe them accurately, and contribute to their growth and development. The more people you oversee, the deeper the challenges will be, and the more you will be called upon to transcend your own human limits. There are many theories about how to do this, often under the rubric of leadership. Most of them are much too situation-specific to be of value — except when you need them.
Those who work with you, no matter your background, will recognize the depth of the challenge — and whether you rise to it. “I was formerly a carpenter at a construction company,” a personal trainer told me recently, “and every year we’d get another new boss fresh out of business school. They knew nothing about the business, but they thought they knew everything.” That’s the stereotype you will face.
Time: 20 minutes the first day, then 5 minutes daily.
Activity: Pick a person or area of your life where you are experiencing difficulty. We grow in the direction of what we persistently ask questions about, and this exercise helps us create more effective questions.
1. List what you don’t like or want.
I hate doing laundry. Joe is stingy and I don’t like going out with him. 2. Determine what it is you really do want in this situation.
I want a pleasant laundry experience. I want to enjoy my time out with Joe. 3. Create questions that help you look for and create more of what you want. For example:
What small change can I make today that will make the laundry more pleasant? What do I enjoy or like doing, and is there any way to incorporate some aspect of this into my laundry activity? What strengths do I have that I can leverage in doing the laundry? What best practices are out there for doing laundry?
IT system outages have emerged as fairly routine issues for companies today—and the resulting downtime amounts to a five-figure financial hit every day, according to recent research from CloudEndure. The resulting "2016 Disaster Recovery Survey" report reveals that while the majority of IT professionals say they've set service availability goals of 99.9% (a.k.a., the industry standard "three nines" mark), far fewer say they're capable of achieving this "most of the time." As for the culprits? Either human error or network failures are usually to blame, not to mention app bugs, storage failures and (of course) the ever-troublesome hacker. Disaster recovery solutions would help. However, only a minority of businesses use disaster recovery for the majority of their servers. (For the purposes of the report, downtime is defined by survey participants as moments when either a system is not accessible, or that it's accessible but highly degraded and/or not operational for certain functions.) More than 140 global IT pros took part in the research
Yes, AI could cause mass employment, but if we form the correct dynamic with it, then who knows what innovations and advancements we could end up with. For example, if companies utilised the processing power of AI alongside unique human chateristics such as emotion, a new way of working could be born. Explaining this opportunity, Mark Sear, CTO Big Data, EMC Consulting EMEA, said:
“AI and data analytics are not here to make people redundant, they are here to allow us to re-focus on our often overlooked, but totally unique interpersonal skills. I believe Emotional Intelligence is the key to ongoing success. While machines surpass people at mathematical or physically gruelling and precise tasks, they are terrible at anything requiring “soft skills”.
“Good communication and interpersonal skills are vital in any role, and the backbone of any business which requires dealing with other people. Demand for Emotionally Intelligent individuals who excel at these aspects, while machines take care of the rest, will surely rise and I believe dramatically so.”
Emotions are not our ownly unique trait, but perhaps feed into another - creativity. This, argues David Eden of Tata Communications, could be the greatest human skill deployed in the human-machine dynamic.
1. Motivation is not additive. Do external rewards motivate people? Absolutely. Unfortunately, the type of motivation generated by external rewards is suboptimal -- limiting results, creativity, innovation and well-being. For example, the use of pure sales commissions led to the highest level of turnover of any study that has ever been published in organization psychology literature. Adding external rewards to augment intrinsic motivation doesn’t work either. People cannot be intrinsically and extrinsically motivated at the same time. A meta-analysis of 128 studies found that the addition of extrinsic rewards undermined free-choice intrinsic motivation and self-reported interest. Bottom line: Extrinsic motivation is a double whammy that doesn’t generate positive results on its own merit and negatively affects intrinsic motivation. 2. Realistic and powerful alternatives work better than extrinsic motivation and maybe better than intrinsic motivation. Two types of motivation -- aligned and integrated motivation -- can lead to the same positive outcomes as pure intrinsic motivation.
Years ago, one-size-fits-all communications worked fine, and you might well have created one email for everyone and sent it once a week. Though it still happens, it's no longer the norm now that merchants can take advantage of more sophisticated customer intelligence.
If you're still sending a single message to all your customers, regardless of their behavior or history with your company, think about the impression you're making with customers who also have relationships with merchants that more fully understand their needs and desires.
Customers who sense you don't care will delete, ignore, or unsubscribe, so focus on sending the right email at the right time for the right reason.
2. Inadequate Segmentation
Giving up batch-and-blast is only a start. You can use data to group contacts into simple segments based on factors such as age, gender, and geography, but advanced segments enable even more compelling communications.
Imagine the return on a message custom-tailored to an audience not only by demographics but also by behaviors. For example, if you sold a great-value product range suited to young adults, you could build a segment targeting everyone in your list age 16-23 who'd looked at this product category on your site within the previous two weeks.
Segmentation is crucial to relevancy, and in email marketing relevancy equals results.
Real bonuses instead of promises Usually, the sales and customer care teams are underpaid. But, what drives them towards daily productivity is the promise of a bigger paycheck at the end of the month based on their performance. The customer care team will either drive clients away with their upsell pitch or would just become content with their minimum salary.
The truth is that what you pay for is exactly what you get. The underpaid status of one of your most important teams in your company will get you nowhere. Plus, the competition nourished by bonuses will drive your team apart. Without cooperation between colleagues, a strong team cannot survive.
The wrong culture of bonuses should be replaced with a satisfying, stable, and motivational salary. A company cannot prevent the stress induced by the angry client to its customer care agents, but the company can sooth the side effects of stress with the feeling of security that is nourished by financial compensations. And a happy employee makes the clients happy.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.