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A Tale of Two Online Business Models

A Tale of Two Online Business Models | digitalNow | Scoop.it
Two online publications are taking different approaches to long-form journalism. One gives it away as long blog posts, the other charges a nominal $3 per month.
Don Dea's insight:

Mr. Carr sees two different types of online publications. Those that rely almost exclusively on support from readers and subscribers, like his $3-per-month Web site, and those outlets that are solely supported by ads, like Business Insider. ”They will both feed each other; there’ll be a nice symbiosis.”

But he still believes that long-form, fully reported journalism will be difficult to create simply based on revenues from advertising. ”The ad rates are so cheap today that you have to get a trillion page views to pay for real journalism, and you can really only do that with kitten videos.”

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
Curated by Don Dea
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Why AI, Machine Learning, and Bots? Better Experiences.

Why AI, Machine Learning, and Bots? Better Experiences. | digitalNow | Scoop.it

In my eyes there are two more important steps in this evolution:

Prescription, answering the question “What shall I do?”. With the ability to suggest and predict, we will see machines getting an increased ability to act. Once prescriptions can reliably be followed we come to automation. Both might be hard to digest for humans for several reasons, but this is part of a later article.
Explanation, answering the questions “Why do I do?” or “How will I do?”. Currently there is no way to understand why a query to an AI system returns with a particular reply. The systems are complicated black boxes. It needs to be understandable why they came to the result. Machines must be able to explain their ‘decision process’. This is equally important for autonomous machines, e.g. self-driving cars, albeit more in a forensic perspective: What went wrong?
The Future

During this evolution AI will deliver increasing value, which will go along with increasing commoditization, and a change of the human-to-computer interaction models. The mot du jour is ‘democratization’.
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How Digital Tech Helps Business Drive Agility

How Digital Tech Helps Business Drive Agility | digitalNow | Scoop.it
Implementing Short- and Long-Term Digital Solutions

Leaders often need to achieve short-term cost savings to make investments in digital solutions, but it’s important not to get distracted by solutions that will make the long-term transformation more difficult. Instead, they should implement digital solutions that can provide short-term successes and costs savings, but are still steppingstones on a long-term path.

Short-term digital solutions don’t have to be complex. Technologies such as telepresence, collaboration, sensors in light fixtures and HVAC—all of which can reduce operating expenses—can go a long way toward bringing down costs.

In an ideal world, the prudent approach would be for these executive leader partners to take a long-term view when it comes to implementing digital technologies, even if that approach might cost more in the short term. In fact, in the same Accenture study, 43 percent of respondents cited cost as being one of the biggest barriers to achieving an enterprise digital transformation.

The rapidly changing environment doesn’t have to be a daunting challenge for businesses. Digital transformation can be achieved by examining the right solutions and skill sets and making sure they’re aligned during the journey. It’s possible for both large and small organizations to achieve this.

Leaders already have everything at their fingertips to manage the transformation journey successfully and smartly—if they’re willing to take a long-term view and reimagine their worlds.
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On Better Meetings 

Meeting hygiene
I hold weekly one-on-ones with my direct reports, for an hour. I bring a list of things I want to chat about; some direct reports keep a shared Google doc with me so we can combine our lists together before we meet.

I schedule skip-level one-on-ones with their reports every eight weeks, for a half-hour. (I currently have about 25 skip-levels.) Because most folks don’t know what we should do with that time, I say in the invite:

Optional, skip-level 1:1! Inspiration for our chat:

what can I provide clarity about?
any questions can I answer about the overall organization?
I cancel meetings if they’re unwarranted. I check-in every few months to see if a meeting’s goal still makes sense; I ask attendees how they’re feeling about the length of the meeting, how often it happens, and what we do during it. I iterate on meetings to make sure they’re still effective, or even necessary.

Meetings definitely follow Newton’s first law - an object at rest stays at rest, and an object in motion stays in motion. If you aren’t proactive about making your meetings better, they’ll stay mediocre. If you aren’t proactive about canceling or iterating on meetings, they will stay on folks’ calendars for eternity. And if you really want to level up your game, say out loud to the people you work with what you’re doing to improve your meetings, so they might be inspired to do the same for their own.
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Don't let self-doubt get you down 

"There are days when I know that 3 o'clock tomorrow afternoon I am going to have to deliver some degree of emotional goods," and he's not always ready to deliver.
You must learn to overcome self-doubt, he says. “[Y]ou cannot sweat too much the possibility that you are making a … mistake.”
Confidence emerges from accomplishment. The challenges may be new and seem overwhelming but for most of us, there is something from our past that may give us the impetus to take on something new. A kernel of confidence emerges and so we plow ahead.
Failure comes when we give into defeat. Refusing to give in and pushing forward requires determination. Great leaders are those who leverage failure to achieve success.
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How to become an extraordinary leader 

How to become an extraordinary leader  | digitalNow | Scoop.it
Here are some thoughts on you might become an extraordinary leader:

Be people-centric. Put people first and trust that the business results will follow. Take the time to create solid relationships with others, while making an effort to know them personally. Finally, you will make great progress when you meet with your team and other stakeholders on a regular basis with an agenda of “How can I help you?” to assure that you are in good standing with the people who matter.

Work on yourself. You are the instrument of your leadership, just like a violin is the instrument of violinists. It takes hard work and practice. Take care of your instrument by doing what it takes to stay mentally and physically healthy. When you become a better listener, team member, employee, and person all of your efforts will carry over into your leadership.

Never rest on your accomplishments. Continue to seek out the next challenge. This is not about “climbing the corporate ladder”; but more about having the drive and desire to take on things that are organizationally beneficial and personally challenging. You will need to conquer your fear, critical inner voices, and sabotaging behaviors to get done what needs to be done.
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Continuous learning leader - why and how to be one

Continuous learning leader - why and how to be one | digitalNow | Scoop.it
What Makes Someone a Continuous Learner?
Joe’s curiosity and engagement in the discovery process remind me of Frank, the guy my husband hired to remove an underground oil tank from our property. Frank had to dig deep into the ground then walk inside the tank to make sure there were no leaks. He couldn’t have been more excited about doing this very dirty work. My husband, surprised by Frank’s enthusiasm, asked “What do you find so exciting about walking around inside an oil tank?” Joe replied, “I never know what treasure I might find there. Once I found an old doll and had the best time imagining the life of the child who once played with it.”Continuous learners share Frank’s excitement about the process of discovering what they don’t yet know. They delight in the joy of finding out
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US Q4 E-Commerce Conversion Rates Were Almost 3 Times Higher on Desktops Than on Smartphones

While smartphones’ share of e-commerce traffic continues to grow with each passing quarter, conversion rates have been slow to catch up, according to Monetate’s latest benchmark figures covering Q4 2016. Indeed, within the US, conversion rates were almost 3 times higher on computers (4.31%) than they were on smartphones (1.5%).
The 1.5% figure for smartphones is a step up from last year, though. For the same set of e-commerce properties, smartphones’ conversion rate in Q4 2015 was 1.2%, while the comparable rate for computers was 4.28%, roughly even with this past quarter.

Its worth noting that while these rates are roughly similar on a global scale, they’re vastly different within the UK. In fact, the conversion rate on smartphones in the UK was 3.31%, more than double the average in the US. Conversion rates on computers (5.96%) and tablets (4.52%) were also higher in the UK than they were in the US and globally. The UK last year was one of only two countries to see mobile devices account for a majority of e-commerce transactions for the first time, according to data contained in our Mobile Milestones 2016 Brief.
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Add Value or Someone Else Will

Add Value or Someone Else Will | digitalNow | Scoop.it
There is no right to profit greater than the obligation to provide value.

Companies must never forget that their customers are under no obligation to part with a greater amount of their spending, just so they can show up on the Fortune 500. Their growth must be with the customers, not despite them. The Mumbai taxi service is a case in point.

Add value

This could appear to be a fight between large corporate structures and small mom-and-pop structures. Seeing it like that is a fallacy.

Looking at the retail sector in India, the biggest organised retail chains have had to face defeat at the hands of small neighbourhood retailers in numerous cases. The reason: convenience and personalised service. The neighbourhood retailer knows you by name even though he ensures that you never have to travel to his shop. His delivery person comes every day to your house, sometimes even for small (unviable) orders. The retailer celebrates festivals with you, congratulates you on your achievements, and participates in your sorrow, makes small talk with you about the upcoming cricket match and gives you credit (without filling up a form!). Clearly, there is a relationship that is more valuable to the customer than the lower price or choice that a supermarket offers.

The only fight here is to create value for the customer, in some way, whatever way. Bigger is not better. Focused is better. There is always some value that you can add. Where there is a will to create value, there are many ways, and not all require you to be a large corporation willing to make million dollar investments.  

Large corporations and entrepreneurs, all want to grow and increase their profits. However, trying to increase profits without increasing value delivered to the customers is not only unfair, it is just bad business.
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How realizing your passion can change your life 

It's time to change your life and start up your wildest dreams.


Sure it will take hard work, perseverance and maybe even a little bit of luck, but realizing your calling is the first step. It’s that moment when it suddenly hits you: there’s something else out there for you. 

For these four people, realizing their dreams wasn’t a slow burn – but an explosion. Suddenly, they had to make a change.

As the saying goes, "What would you attempt to do if you knew you could not fail?"

Watch in the videos below to discover how others experienced a moment that changed their lives and learn how you can follow their lead. We dare you not to be inspired.
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Are you an elevator or an escalator?

Don’t ever cry wolf. Make sure you have done your homework and you have all the facts. Don’t send the person you are elevating to on a wild goose chase on a issue that doesn’t exist or isn't really big enough for them to invest time in.

Be objective. Present the situations from both sides

Frame it in a larger context. Describe the issue in a larger context—not how it affects you, but how it affects team and organizational goals

Provide your ideas on steps to resolution. Do not just place the problem in their lap, have a proposal for what to do next and all the information needed to take that next step.

In short, elevation requires work on your part.  Without the legwork, its just escalating and not only doesn't do much to solve the issue, it doesn't do much for your reputation as a leader.
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Mobile App Sessions Growth Slows in 2016; Category Cannibalization Begins

Year after year, mobile app sessions growth – while slowing – has been robust if not eye-opening. But that decade-long streak seems to be coming to an end, finds Flurry in its annual report, with the firm declaring that “on their tenth anniversary, mobile apps start eating their own.”
The reason for this is that amid slowing session growth, app categories are no longer uniformly rising in lockstep, as seen in prior years. Consider the environment, first: app usage (defined by the number of sessions where a user opens an app) grew by just 11% last year. That compares with a 58% increase in 2015, a 76% increase in 2014, and what was reported at the time as 115% growth in 2013.

That slowing growth is to be expected from a maturing market. What it does mean, however, is that some app categories are now beginning to grow at the expense of others.
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10 Leadership Blind Spots That Can Trigger Business Crises In 2017

10 Leadership Blind Spots That Can Trigger Business Crises In 2017 | digitalNow | Scoop.it
Don’t trust “big data.” The collective surprise (or shock) around the results of the presidential race – on the part of both Democrats and Republicans – proved that even countless studies conducted over many months by multiple pollsters can be wrong, manipulated or hacked. The failure of this investment of millions of dollars in polling shows that the numbers, bolstered by our natural confirmation bias, can tell a story that is just not true. Data is important, but leaders must ask the tough questions of the number crunchers to see where there may be holes or faulty assumptions in their processes.
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Gartner's IT Spending Forecast Predicts Growth

Gartner's IT Spending Forecast Predicts Growth | digitalNow | Scoop.it
After seeing a slight dip in 2016, global IT spending is expected to increase by 2.7 percent this year, according to recent research from Gartner. The "Gartner Worldwide IT Spending Forecast" projects moderate to impressive growth in all leading sectors. Enterprise software will account for the biggest increases, at 6.8 percent, followed by IT services (4.2 percent) and data center systems (2.6 percent). Still, any expansion in technology spending will greatly depend on ever-shifting global political and economic conditions. "The range of spending growth from the high to low is much larger in 2017 than in past years," said John-David Lovelock, research vice president at Gartner. "Normally, the economic environment causes some level of division. However, in 2017, this is compounded by the increased levels of uncertainty. The result of that uncertainty is a division between individuals and corporations that will spend more—due to opportunities arising—and those that will retract or pause IT spending." The research includes a 2018 forecast with similar growth projections, and we've included those here. Gartner bases its forecast on an analysis of sales on the part of thousands of vendors in multiple IT sectors.
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Gartner's IT Spending Forecast Predicts Growth

After seeing a slight dip in 2016, global IT spending is expected to increase by 2.7 percent this year, according to recent research from Gartner. The "Gartner Worldwide IT Spending Forecast" projects moderate to impressive growth in all leading sectors. Enterprise software will account for the biggest increases, at 6.8 percent, followed by IT services (4.2 percent) and data center systems (2.6 percent). Still, any expansion in technology spending will greatly depend on ever-shifting global political and economic conditions. "The range of spending growth from the high to low is much larger in 2017 than in past years," said John-David Lovelock, research vice president at Gartner. "Normally, the economic environment causes some level of division. However, in 2017, this is compounded by the increased levels of uncertainty. The result of that uncertainty is a division between individuals and corporations that will spend more—due to opportunities arising—and those that will retract or pause IT spending." The research includes a 2018 forecast with similar growth projections, and we've included those here. Gartner bases its forecast on an analysis of sales on the part of thousands of vendors in multiple IT sectors.

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"Leadership is one of the greatest honors you can have as a human"

How do you fit it all in?

“First off, it’s me. I don’t mean that to sound funny. But for me, I’ve got to be doing this stuff. I have to be connected to my family, I’ve got to be connected at work and I’ve got to be connected to my athlete self. I just do.” Cleary explained that, in order for him to feel he is at his best, all three need to be integrated into his life.
“The other key part is I plan it out as much as I can. I sit down every Sunday and I look out at the next week. For example, I have my schedule in front of me for work and I figure out how I am going to get in my workouts. I plan out when I am going to have dinner with the family or how we are going to come together. It is not always perfect, but setting aside the time and prioritizing it is critical if you want to balance this stuff.”
What have been some of the surprising burdens?

Cleary understood the intent of the question, but it wasn’t the way he wanted to answer it at first. Rather, he said. “I think leadership is one of the greatest honors you can have as a human. The opportunity to lead other people is a real special thing. So, I never really think about it as a burden.”
He did circle back to the question and shared that there’s been one surprising thing. “It’s on, like 24/7/365, it is on.” He used the example of being at a local farmer’s market and running into someone that he works with. He said while laughing, “You just hope they didn’t see you yelling at your kids, but sometimes you can’t help that.”
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25 Go-To Phrases That Work Magic (Especially for Introverts)

25 Go-To Phrases That Work Magic (Especially for Introverts) | digitalNow | Scoop.it
1. "Hello"/"Goodbye"/"Good morning."

Yes, we start with the most basic and simple, but a lot of people don't bother with them. Imagine your last experience at the DMV, and do the opposite.

2. "I'm happy to see you."

I love this phrase as a greeting, since it's polite but also packed with meaning. (Extra points for "I'm ALWAYS happy to see you." Of course it works when you're meeting new people as well -- just change it to something like "I'm really excited to meet you.")

3. "Please"/"Thank you."

Being polite costs nothing. These are the kinds of introductory phrases that are conspicuous by their absence.

4. "After you."

Or any phrase through which you're subtly suggesting that you'd like to do a small favor for someone.

5. "You're welcome."

It's a big pet peeve for me when people say "No problem" instead of "You're welcome." Using this phrase seems to prompt a positive reaction in others, too.
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How Leaders Create Safety (and Danger)

How Leaders Create Safety (and Danger) | digitalNow | Scoop.it
Certainty

When we're less certain about the outcome of a situation, we're more likely to experience a threat response. By definition periods of change in an organization are characterized by greater degrees of uncertainty, and new responsibilities, new roles, new relationships, even new office space can all diminish a sense of safety and heighten feelings of anxiety. Looming in the background is the possibility that jobs may be eliminated or that the organization itself may be at risk--the ultimate uncertainty. In these circumstances leaders need to be attuned to the information asymmetry that accompanies any differentiated role. We may not be certain about the future, but we very likely have more information at our disposal that allows us to feel less threatened or anxious. At the very least, we know much more about our own intentions than others do. While not all information can be shared with everyone, consider what can be shared, and how we might be more transparent about our plans.

Autonomy

When we feel less autonomous or free to choose, we're more likely to experience a threat response. Here, too, the asymmetry between a leader's level of autonomy and the freedom of action enjoyed by those around us is critical. Leaders are never simply free to act as we choose, of course, and every leader operates under a set of constraints. But what leaders often fail to appreciate is that our own behavior and differentiation can have a significant impact on the autonomy enjoyed by those around us. As Columbia Business School professor Adam Galinsky has noted, "the words of those with power loom large over those with less power." While leaders at times need to act in opposition to the will of others, reliance on hierarchical power to compel compliance should always be a last resort. But the greater risk isn't that we abuse our explicit authority as leaders--it's that we inadvertently diminish others' autonomy (and thus their sense of safety) by failing to grasp the extent of our implicit influence. Leaders need to pay close attention to how we communicate, even (especially) when we think we're just expressing a preference.
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Majority of US Adults Live in Cell-Only Households

A slight majority (52%) of US adults now live in households with cellphones but lacking landlines, reports GfK, with this being twice the proportion from 2010 (26%). Not surprisingly, it’s Millennials leading the way in this transition, with 71% living in cell-only households.
The data comes from GfK MRI’s Fall 2016 Survey of the American Consumer®, which is based on surveys with roughly 24,000 US adults. The results align with similar figures from the US government’s National Health Interview Survey (NHIS), which last reported [pdf] that almost half (49.3%) of US homes had only cellphones during the first half of 2016. That release indicated that 49% of US adults lived in households with only wireless service, as did 59.4% of children. Older Millennials (25-29) were found to have a substantially higher incidence of living in cell-only households than their younger counterparts (18-24), at 72.1% and 62.7%, respectively.

Returning to the GfK study, the results suggest that adults of Hispanic or Latino origin are easily the most likely to be in cell-only households when sorting by race/ethnicity, with about two-thirds reporting this status. By contrast, only around half of the other groups reported being cell-only, with the highest rate of those recorded by Asian-Americans (54%).
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Don’t just set SMART goals, set the RIGHT goals 

Don’t just set SMART goals, set the RIGHT goals  | digitalNow | Scoop.it
The right goals line up with where you want to go.
When your goals are connected to a larger purpose, you see why they are important and it helps answer the question “What’s next” once they are achieved. When you see a clear line of sight between your goals and your personal vision, it’s easier to stay motivated.
If you choose a goal because you think it’s something you should do, it will be difficult to stay committed. This is why so many diets fail. It is easier to stay committed to a diet if you see exactly how it will help you live the life you really want.
When you are clear about where you’re going, your goals become the means to get there.
What really matters to you?
The kinds of goals you set usually depend on the needs and desires that are most pressing in your life currently.
Your priorities are likely to change at different points in your life. They will look different in your 20’s than when you’re in your 50’s. But if you look back, it’s likely you will see a common thread – that the most important drives in your life have remained consistent.
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Business Strategy: Are You Inside-Out or Outside-In?

Business Strategy: Are You Inside-Out or Outside-In? | digitalNow | Scoop.it

Inside-Out vs Outside-In

Put simply, there seem to be two ruling paradigms in business today: the Inside-Out approach and the Outside-In approach. George S. Day and Christine Moorman called them the two paths to strategy in their book Strategy from the Outside-In from 2010. In business the overarching goal is to create [long-term] shareholder value. These two approaches use very different means to achieve that end.

The Inside-Out approach is guided by the belief that the inner strengths and capabilities of the organisation will make the organisation prevail. The Outside-In approach is instead guided by the belief that customer value creation, customer orientation and customer experiences are the keys to success.

From an Outside-In approach, long-term shareholder value is a consequence of listening and providing value to customers and helping them get their jobs done better than the competition while providing a seamless customer experience. The ideal organisational culture is market- and customer-oriented and the targeted customer segments – buyers as well as users – are the source of inspiration and development. There is also a strong belief that if the customers aren’t satisfied with the solutions offered, the business will suffer and the shareholder value will diminish.

With an Inside-Out approach to business, you would likely see effective use of company resources and core competencies as the main driver of shareholder value. Inside-Out strategists believe that a company achieves greater efficiencies and adapts more quickly to changing circumstances with this approach.
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Three Ways to Get Ahead of the Digital Competition

Three Ways to Get Ahead of the Digital Competition | digitalNow | Scoop.it
To better position themselves to create and capture value, leaders might follow these recommendations:

1. Ensure a wide and agnostic understanding of the industry and business you operate in and the key trends that can impact it. The sudden and significant fall in the cost of data storage (from US$437,500 per gigabyte in 1980 to US$0.03 in 2014) was the driver behind the business models of Netflix, Airbnb and many other organisations disrupting most sectors today.

2. Recognise competitive analysis as a broad and continuous activity. While traditional components of competitor analysis (future goals, current strategy, assumptions and capability assessments) assume some awareness of who the competition is, or will be, yearly competitive analysis of a predefined set of competitors will no longer suffice. Beyond the real-time benefits, continual analysis is necessary to help businesses spot left-field competition, and identify which potential threat to act on.

3. Become someone else’s unpredictable competition. Looking beyond what your firm currently offers to better understand what it’s capable of can create new opportunities for you.
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8 Tips for staying productive when you’re never in the office

Most of your productivity will boil down to either using your office time more efficiently, or using your mobile device as a small, portable office. If you find yourself outside the office more than you’re in it, use these eight tips to stay productive:   

1. Schedule time to catch up
Most offices run through multiple lines of communication on a nearly constant basis. While you’re offsite, you’ll be getting emails, texts, and phone calls you can’t get to immediately. Schedule time throughout your day to stop what you’re doing and focus on catching up on those communication threads. Your team will thank you, and you won’t have to worry about interrupting any of your meetings. 

2. Keep everything mobile
Your mobile device is going to be with you at all times, so try using it as your central hub for everything. Download whatever apps you need to keep yourself organised and connected with the office, and get used to using it as your mobile workstation. Thanks to HP mobile printing technology you can easily print just about anything from your smartphone or tablet. All you have to do is connect to the same network as your printer. This may also require using compatible apps throughout your office, like Slack, which has versions for practically any device you can think of. With everyone on the same app, regardless of device or location, you can communicate faster and more efficiently. 

3. Print from your phone
With a system like HP PageWide, you can use your mobile device to print remotely, sending your pages to the office printer no matter where you are. So while you’re waiting for your offsite meeting to start, you can finalise your sales proposal for your next meeting, print it remotely, and have it ready and waiting for you when you swing by the office before your next stop. Alternatively, with the HP All-in-One Printer Remote app you can share documents and images through email, text messages, and popular cloud services directly from your phone.
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When 'fit' with a team means conformity...

The 'fit' issue, many times, was a matter of 'cultural' fit.

It would start with their immediate supervisor saying, "[Name] just doesn't get how we do things around here."  And the coaching client telling me, "I just don't get this place, I've always been successful, but not here."

I have found that these fit issues fall into two categories:  (1) those where there was truly a fit issue (a situation of a decisive, autocratic project manager in the middle of a highly collaborative, consensus seeking organization comes to mind); and (2) those where the fit more more of a preference.  Culutre fit was their code for he/she doesn't think/act like us.

I absolutely believe that organization and teams possess cultures.  I absolutely believe that culture should be taken into account when selecting and coaching new team members.  Where it gets uncomfortable is when the 'fit' feels more like intolerance for diversity and expectation of conformity.

Science tells we are attracted to people that are like us.  As leaders we have to watch out for this, because surrounding ourselves with people like us leads inevitably down a path toward groupthink and other dysfunction.   Consider culture when hiring that new person, but also consider the power of that bright, hardworking and seemingly ill-fitting candidate.  Conformity is safe and will most likely get you what you expect.  Non-conformity has the potential to deliver the unexpected and take your team to a whole different level.
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A case for continual learning

A case for continual learning | digitalNow | Scoop.it
Great leaders are continual learners.
When I wrote my book "Remarkable Leadership," I identified it as one of the 13 critical competencies of highly effective leaders. I am more convinced now that it is a critical factor (and significant predictor) in leadership success.
Why learning?

At some level I know I am preaching to the choir here -- you wouldn’t be reading this if you didn’t believe in development and learning at some level; but it doesn’t change the point.
To be a better leader, requires (and allows) us to be a better human being. Learning is what makes us who we are. Beyond that consider this:
Any aspiration for growth and improvement requires learning. How can someone be a great leader (or even a mediocre one) if they are satisfied with the status quo for themselves or their teams?
As leaders, we must be learners to continue to get better at a complex role and to set the right example for those we lead. (Read this sentence again, either one of these reasons is reason enough!)
As professionals, we must be learners to reach our goals and provide greater service to our organization and our customers.
As human beings, we must be learners, because it is a foundational part of being a human. You will be happier, healthier, more grateful, more confident and much more when you are learning. Why? Because as human beings we are learning beings; we are at our best, and in the process of becoming our best selves when we are learning.
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4 Reliable Approaches To Persuade Others 

4 Reliable Approaches To Persuade Others  | digitalNow | Scoop.it
If I walked up to a spy and simply asked them to work for the FBI, a huge barrier would instantly spring up between us. Small steps were the secret sauce I used because each step was so small that the spies were not alerted to the changes in their environment. The best way to persuade others is by presenting a message that is gradual, intentional, consistent, and not intimidating.

Small steps does not mean you move slowly—you can still move very quickly, but by taking small steps instead of giant leaps when you’re trying to persuade others, you have time to gage emotional reactions before you press forward.

Slower moves can also be smarter ones because they give you the opportunity to take the problem by the “soft handle”—by the approach that is easiest to grasp as you’re looking right at it. This allows you to reduce the element of uncertainty as much as possible.

Tip: Recruitment and persuasion follow the same principles as a seduction. Take the time to interpret what is going on with the other person. Remember, you are looking for ways to appeal to their logic or emotions
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