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The 7 Worst Mistakes People Make In Their 30s

The 7 Worst Mistakes People Make In Their 30s | digitalNow | Scoop.it
Don't neglect relationships and ignore opportunities you may never get again.
Don Dea's insight:
They abandon their loftier aspirations.

Twenty-somethings are often willing to settle for a job they are not passionate about, but before they know it, that job turns into their career. An anonymous poster writes that his or her biggest mistake of his or her 30s was to become "addicted to a monthly salary," in the sense that he or she settled for job security over career satisfaction.

If you've ever wanted to start a business or pursue a side project, it will only get more difficult as your responsibilities increase.



Read more: http://www.businessinsider.com/worst-mistakes-people-make-in-their-30s-2014-8#ixzz39lw9Qq7w

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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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Are You Ready to Compete on Customer Experience?

Are You Ready to Compete on Customer Experience? | digitalNow | Scoop.it
Customer Experience is the New Marketing
Gartner believes that by 2016, companies will compete primarily on the customer experiences they deliver. So who should own customer experience?

Twenty-five percent of CMOs say that their CEOs expect them to lead customer experience. What’s their definition of customer experience? "The practice of centralizing customer data in an effort to provide customers with the best possible interactions with every part of the company, from marketing to sales and even finance.”

Mercedes Benz USA President and CEO, Steve Cannon said, “Customer experience is the new marketing."


The Gap Between Customer Expectations + Your Ability to Deliver
My previous post, 3 Barriers to Delivering Omnichannel Experiences, explained how omnichannel is all about seeing your business through the eyes of your customer. Customers don’t think in terms of channels and touch points, they just expect a seamless, integrated and consistent customer experience. It’s one brand to the customer. But there's a gap between customer expectations and what most businesses can deliver today.
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The Year Emotional Intelligence Meets Customer Experience

The Year Emotional Intelligence Meets Customer Experience | digitalNow | Scoop.it
Businesses focus on emotional intelligence to better understand and respond to customers
Emotional Intelligence isn't a new concept. The business world widely adopted Daniel Goleman’s 1995 book "Emotional Intelligence," and Goleman’s principles are still the cornerstone of leadership courses around the world. Very simply, EQ is the ability to relate and empathize with others, ultimately enabling positive interactions.

Twenty years later, businesses as a whole (not just the leaders within them) are finally embracing EQ as a way to win new customers, increase loyalty and gain market share. The emergence of new technologies has driven this shift as businesses can interpret customer needs and wants in meaningful, actionable ways.

What does it take to be an emotionally intelligent business? Empathy. An accurate, complete view of the customer experience from start to finish, and all of the emotions customers associate with that experience is the foundation of a high EQ.

An emotionally intelligent business will collect customer feedback at all stages of this journey, and not just in the form of structured surveys. Call center recordings, online reviews, open-ended surveys and social media provide businesses with a complete view of customer sentiment at every stage of the journey.
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The time for change is "now or never" for CEOs

Top 17 Concerns For The World’s CEOs In 2016:
1. Customer loyalty: 88%

2. Impact of the global economy on their company: 88%

3. Lack of time to think strategically about the forces of disruption and innovation shaping their company’s future: 86%

4. How Millennials and their differing wants/needs will change our business: 86%

5. Our competitors’ ability to take business away from our organization: 86%

6. Whether our organization is staying on top of what’s next in services/products: 85%

7. Having to consider the integration of basic automated business processes with artificial intelligence and cognitive processes: 85%

8. That regulations will inhibit our growth: 85%

9. The quality of the data I’m basing my decisions on: 84%

10. The value and quality of external audit: 84%

11. The relevance of our products/services 3 years from now: 82%

12. Whether our organization is keeping up with new technologies: 77%

13. That the next 3 years will be more critical for my industry than the previous 50 years: 72%

14. The number of additional mission-critical issues that I have not grown up with/ experienced previously in my career that I need to take a leadership position on: 69%

15. That new entrants are disrupting our business model: 65%

16. That we don’t have an effective strategy to counter convergence in the market: 59%

17. That our organization is not disrupting business models in the industry: 53%
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US Mobile Travel Habits

US Mobile Travel Habits | digitalNow | Scoop.it
Three out of four Americans plan to take at least one trip next year. So, how will those travelers use their mobile devices when they make travel plans?

"85% of travelers use a mobile device to book travel activities," states Opera Mediaworks in an infographic.

A total of 45% rely on mobile apps when they book accommodations and activities on mobile devices.

Moreover, travelers use their mobiles during their trips. Some 60% use navigation apps while traveling, and 54% research and look for restaurants while they travel, according to Opera Mediaworks.
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Does higher ed suffer from failure to adapt?

Massive layoffs at the University of Chicago are an indicator of a growing problem in higher education: a failure to find revenue and support from unconventional sources.
Boyers said capital enhancement is an antiquated system of student recruitment and engagement, and ultimately raises the cost of a college degree without increasing its value.
As technology and industry change, classic curriculum and teaching methods are becoming obsolete in professional training and exposure.
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Saving Superman | SmartBrief

Saving Superman | SmartBrief | digitalNow | Scoop.it
Where talent management is concerned, next-decade leadership thinking recognizes that skills are only a piece of the complex set of factors that drive top performers. The other important factors are individual purpose and the passions that are birthed from it, because those passions drive discretionary effort.
From a competitive perspective, discretionary effort unleashes a level of enthusiasm and productivity that a company can’t afford to pay for, and most of it gets delivered way outside of normal working hours. Passion is what had Max sleeping on the office couch and deal making from an airplane seat. Passion is what helped him conquer markets in unimaginably short timeframes and drove him to achieve goals that others thought were insurmountable.
Passion is the next-decade competitive edge. As a leader, you can choose to leverage it, or dole out kryptonite instead. It’s your call.
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The bot revolution: How conversational interfaces will replace apps

The bot revolution: How conversational interfaces will replace apps | digitalNow | Scoop.it
We’re at the cusp of a sharp rise in devices that have no screen but do have conversational voice controls, such as the Amazon Echo. Smart home and Internet-of-things (IoT) objects that respond to users’ voices will improve and become more intuitive with further iterations and wider adoption.

Already they can, for example, dim the lights in a room and play a favorite song. With practice, and, by the virtues of machine learning, these user experiences will become ever more intuitive, capable, and innate.

Beyond the IoT, brands are seeing bots as a new type of media – one that can be harnessed to expand a company’s reach to new customers and networks. As brands use bots more and more to handle customer interactions, make recommendations, and help fulfill requests, those brands and the bots themselves also absorb insights about customer behaviors and needs.

Bots have the important ability to share common context, so they understand when a user is continuing to speak about a topic, or switching to a different one. For example, the user can say, “What will the weather be in Santa Cruz this weekend,” and then “Ok, book a hotel there,” and then “Would be nice if you could order flowers for my wife to have on arrival” — and the bot will access the appropriate services, sparing the user from launching separate apps (and starting over from the beginning each time).
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Be aware of your blind spots

Be aware of your blind spots | digitalNow | Scoop.it
here are a few blind spots that many leaders suffer from. These include:
Strategic thinking. Shaw maintains that many leaders are better at managing operations than thinking strategically. Leaders who overestimate their strategic capabilities can face serious problems when they’re promoted into senior-level roles. Such roles put a premium on identifying and acting on new growth opportunities, which is something that’s hard to focus on if you're bogged down in managerial tasks.
All-knowing. Some bosses think that they know more than everybody else about everything and anything. Executives in this category don’t consider others’ points of view on most issues. They often prefer being right to being effective. Not only are they not always correct, but they distance themselves from their brain trust and make it harder to explore challenges and potential pitfalls.
Assumption. Many executives make the mistake of assuming that other people are just like them. They assume that they are motivated by similar things, think similarly, and would agree with the leader’s decisions. As preposterous as this may sound, many leaders just assume that others see things just as they do. Shaw said that this propensity for assumption can lead to poor decisions and weak work relationships. Sometimes, leaders exacerbate this problem by hiring people who are like them instead of hiring individuals who have complementary skills. In the "Top Ten Mistakes that Entrepreneurs Make," Guy Kawasaki includes one of the most pervasive blind spots that leaders often have. As Kawasaki puts it, "You need to balance off all the talents in a company." 
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How a Lack of Automation Hurts Companies

How a Lack of Automation Hurts Companies | digitalNow | Scoop.it
At home, we don't think twice about ordering car rides from Uber and, well, pretty much anything from Amazon. And we usually consider such sites and apps easy to use, with relatively fast delivery of services or products. However, the widespread consumer adoption of automated online ordering hasn't migrated to the workplace, according to a recent survey from ServiceNow. The resulting report, "Today's State of Work: The Service Experience Gap," indicates that most managers still use manual methods to order work-related services (such as IT support), even though they turn to Websites and apps to do their personal shopping. The most common manual tool of choice on the job is email, which results in time-consuming processes that interfere with productivity. "Today, online consumer services are easy to use, delivering products and services quickly and efficiently," the report states. "Most companies have a maniacal focus on the experiences of their customers, pulling out all the stops to build both satisfaction and loyalty. They realize that it is very easy for a customer to take their business elsewhere. [But] companies aren't applying those same principles to their internal-facing experiences. The workplace still relies mainly on email, first popularized in the 1990s. … In effect, workers have to leave their 21st century lives at the door when they go to work." A total of 2,400 global managers took part in the research.
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Treat Meetings Like Improv Sessions

Treat Meetings Like Improv Sessions | digitalNow | Scoop.it
If I’m hiring for my team, I want them to tell me they want to be the C.E.O. at some point. I want them all to be training to be C.E.O.s, to feel the same kind of ownership that you do when you’re a C.E.O.

But with everyone I interview, I’m always looking for smart. And I don’t mean academically smart. I mean someone who’s really had to use their intellect to move forward. You can tell that pretty quickly.

I also like people who’ve had to be somewhat independent in their life, and they’ve done something that’s a little bit off course — like they were an art history major but then decided to be a coder, and that’s their passion now. I like inconsistencies because I think they’re going to think more broadly.
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How To Make Sure Your Most Outspoken Employee Doesn't Hog The Spotlight

How To Make Sure Your Most Outspoken Employee Doesn't Hog The Spotlight | digitalNow | Scoop.it
The squeaky wheel gets the oil, and sometimes the squeaky wheel is just an irritating distraction. When you’re the manager and you have a squeaky wheel in your office—that person who’s always eager to voice an opinion, give advice, and monopolize a meeting—how do you make sure they don’t spoil it for everyone else?

Outspoken employees can be a great asset, as they often make leaders aware of concerns or issues, and suggest solutions that others might not be comfortable expressing, says Amy Wallis, professor of organizational behavior at Wake Forest University School of Business. "They can also become allies in generating commitment to new ideas by rallying others and creating buzz about organizational initiatives," she says. "However, to leverage these benefits, leaders must partner with their more outspoken workers, and create an environment in which that individual understands the impact they are having on others."

This can create a delicate balancing act, says Derek Newberry, coauthor of Committed Teams: Three Steps to Inspiring Passion and Performance. "Outspoken members of teams tend to be rewarded over their more introverted counterparts, even if they are not necessarily better performers," he says. "Research and our experience tell us that teams make better decisions and get better results when each member is an equal contributor. Teams that are dominated by a few individuals tend to suffer from group-think."
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Nonprofit Benchmarks: Email, Social, Audience, Fundraising 

Nonprofit Benchmarks: Email, Social, Audience, Fundraising  | digitalNow | Scoop.it
Online nonprofit fundraising is on the rise, with explosive growth in sustaining gifts and a larger audience of supporters reached via social networks, according to an analysis of leading US nonprofits.

Email list is up 15%, online revenue grew 21% from 2012 levels, and the number of Twitter followers increased 264% over the past year, the 2013 eNonprofit Benchmarks Study, conducted by M+R Strategic Services and NTEN, found.

However, the long-term decline of email response rates is continuing, even as online revenues increase and social media audiences grow, according to the analysis.

Click-through rates for fundraising messages, for example, declined steeply (down 27% from 2011); consequently, fundraising response rates dropped to 0.07%—a 21% decrease from the prior year.
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What Are the Top Nonprofit US Brands?

What Are the Top Nonprofit US Brands? | digitalNow | Scoop.it
The Girl Scouts of the USA, Best Friends Animal Society, Stand Up to Cancer, American Red Cross, and Goodwill are among the top nonprofit brands within their respective categories, according to the Harris Poll Non-Profit EquiTrend brand-equity tracking study that measures and compares the health of some 87 nonprofit brands.

The Harris Interactive study measures the health of nonprofits across seven categories: Youth Interest, Animal Welfare, Health, Social Service, Disability, International Aid, and Environmental.

Youth Interest

The Girl Scouts organization, which turns 100 this year, is the top youth-focused nonprofit brand of year, according to Harris. The brand is also the second most familiar nonprofit organization overall, just behind the American Red Cross.

Reading is Fundamental (RIF) and Junior Achievement are the other youth-focused nonprofits that rank above the category average.
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Customer Experience ROI: The Secret Formula

Customer Experience ROI: The Secret Formula | digitalNow | Scoop.it
Competition: The Missing Link
Rather than throw out the NPS and customer satisfaction metrics, Keiningham and his co-authors have come up with a simple, scientifically-based formula that businesses can use to find out what kind of financial outcomes are tied to their customer experience efforts.

Named the Wallet Allocation Rule, and backed by science published in the Harvard Business Review, MIT Sloan Management Review, and other journals, this formula takes into account what today’s model doesn’t: the competition.

“Your best customers are more likely to divide spending among your competitors,” said Keiningham. “Your best customer is also your competitor’s.”

The Wallet Allocation Rule forces marketers to shift from focusing on NPS or customer satisfaction score to the ranking of those scores in relation to your competitors.

So, basically, companies will not only score themselves, but score their competition, as well, in addition to gathering information about why customers use competitors.

“Findings show that it is possible to predict share of wallet with a high degree of accuracy by simply knowing the rank and the number of brands used by the customer,” said Keiningham.

He added that understanding customer reasons for using competitors also gives you insight into how to outsmart those competitors by changing your services for the better.
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New Airline Would Give Half Of Profits To Charity

New Airline Would Give Half Of Profits To Charity | digitalNow | Scoop.it
This is the golden ticket.

If a new airline raises enough funds to launch, it will donate at least 51 percent of its net profits to charity, according to the company’s website.

People Over Profit is calling its approach the “caring capitalist” model. Its efforts will support orphans, homeless people, people with disabilities and women and children in need, among others.

The airline will fly between London and two cities in India to start, Amristar and Ahmedabad.

POP said it will donate the funds through Charities Aid Foundation, which connects businesses and individuals to causes. Partnering with CAF will enable the airline to feel confident that its funds are going to vetted and worthwhile groups, the company added. 

Through CAF the company will support a number of charities including, Railway Children, which helps protect children living on the streets of India. 

“We do not want just to hand over money and walk away like many companies do,” POP said on its site. “We will regularly meet with our charity partners and be actively involved in deciding which projects to support as we want to create sustainable and transformative change whenever and wherever possible.” 
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10 bad decisions nonprofits make

10 bad decisions nonprofits make | digitalNow | Scoop.it
Operating without a strategic plan: WHAT??? How does any organization operate without a strategic plan? How can you know the direction you’re headed makes sense if you don’t have a plan? How can you benchmark your progress? The reality is, most nonprofits that operate without a strategic plan never really go anywhere. They don’t grow. They don’t solve big problems or accomplish big things. They simply exist. And in my opinion, that’s a waste. Build a plan. Work the plan. You’ll see the results pay off in big ways!
Expecting nothing from your board: How many times have you heard your colleagues in the sector moan and complain about their do-nothing boards? I hear it all the time. But I also sit on boards myself. And what I’ve experienced (both as a board member, and as a consultant to hundreds of nonprofits) is that great nonprofits are really strategic about engaging their board members. They set clear expectations, regularly interact with board members at multiple levels of their organization, and they resource their boards for success. In most of these instances, the result is a high-functioning board that produces results. Those organizations that don’t invest in their board relationships, don’t set clear expectations, and don’t provide support to their boards have pretty disengaged boards. But is that really surprising?
Not enforcing board term limits: If you don’t have term limits for your board, you have no way to clear out ineffective or hostile individual members. You have no safety net when things go wrong with your board. If you’re a board member reading this, you have an obligation to your organization and the people you serve to institute term limits so that your organization, donors, and clients are protected.
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How a Lack of Automation Hurts Companies

How a Lack of Automation Hurts Companies | digitalNow | Scoop.it
At home, we don't think twice about ordering car rides from Uber and, well, pretty much anything from Amazon. And we usually consider such sites and apps easy to use, with relatively fast delivery of services or products. However, the widespread consumer adoption of automated online ordering hasn't migrated to the workplace, according to a recent survey from ServiceNow. The resulting report, "Today's State of Work: The Service Experience Gap," indicates that most managers still use manual methods to order work-related services (such as IT support), even though they turn to Websites and apps to do their personal shopping. The most common manual tool of choice on the job is email, which results in time-consuming processes that interfere with productivity. "Today, online consumer services are easy to use, delivering products and services quickly and efficiently," the report states. "Most companies have a maniacal focus on the experiences of their customers, pulling out all the stops to build both satisfaction and loyalty. They realize that it is very easy for a customer to take their business elsewhere. [But] companies aren't applying those same principles to their internal-facing experiences. The workplace still relies mainly on email, first popularized in the 1990s. … In effect, workers have to leave their 21st century lives at the door when they go to work." A total of 2,400 global managers took part in the research.
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A UCLA psychiatrist has some counterintuitive advice for dealing with negative people — and it could change how you see the world

A UCLA psychiatrist has some counterintuitive advice for dealing with negative people — and it could change how you see the world | digitalNow | Scoop.it
The limits of positive thinking — and why action matters
You may have heard that "positive thinking" — a school of thought in the psychology world that proposes that viewing the world more optimistically can help you feel more satisfied and less stressed — has some serious limitations.

The psychologist Gabriele Oettingen proposes in her book "Rethinking Positive Thinking," for example, that while thinking optimistically sounds great on paper, in reality it falls short. Daydreaming about a better world, says Oettingen, is a waste of time because people end up merely fantasizing about a reality rather than taking concrete actions to make it happen.
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Why People Share Content on Facebook

Why People Share Content on Facebook | digitalNow | Scoop.it
What motivates people to share third-party content on Facebook with their friends? Are there differences between why men and women share on the social network?

To find out, Fractl surveyed 2,000 consumers about what they share on Facebook and why they share.

The researchers focused on third-party content: i.e., why people post links/articles/videos from external websites to Facebook and why they reshare external links that other users post.

Some 48% of respondents say the primary reason they post third-party content to Facebook is to entertain their friends.

Just 17% share to address issues they care about, 13% want to evoke an emotional response, and 11% are looking to provide useful information.
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Marketers find interactive content increases audience engagement

Marketers find interactive content increases audience engagement | digitalNow | Scoop.it
New research found that 81% of marketers agree interactive content grabs more attention than static content. The results come from a poll of 341 content marketers in North America by the Content Marketing Institute and Ion Interactive. 
A strong majority also reported that interactive content has reusable value, enhances retention of marketing messages when combined with traditional content marketing tactics, and increases overall audience engagement. 
Out of the different types of interactive content, over 50% respondents had created assessments, calculators and contests, according to the results. 
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IT Compliance Is Everyone's Concern

IT Compliance Is Everyone's Concern | digitalNow | Scoop.it
Without robust policies and rules, along with software and IT systems to support them, a company will likely have to cope with compliance gaps and breakdowns.

The explosion of communication and collaboration channels—along with a growing number of computing devices—has introduced huge challenges for organizations. Without robust policies and rules, along with the software and IT systems to support them, an organization will likely find itself coping with compliance gaps and breakdowns, which, in turn, unleash security risks and regulatory enforcement penalties.

A new study conducted by compliance and e-discovery solutions provider Smarsh, "2016 Electronic Communications Compliance Survey Report," offers some interesting insights into this space. It found that compliance professionals are struggling to keep pace with new communications channels that span personal devices and social media accounts.

Survey respondents cited increased scrutiny and enforcement by regulators as the number-one concern related to electronic message compliance. This isn't shocking, since 42 percent of survey respondents reported that their records were examined in the past 12 months, up from 27 percent in the 2015 survey.
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How Can a Business Become a Digital Powerhouse?

How Can a Business Become a Digital Powerhouse? | digitalNow | Scoop.it
Digital technology is rewriting business and IT rules. Success requires intrapreneurial thinking, rapid piloting, fast iteration and a different ecosystem.

The march toward digital technology is a long and meandering path. Business and IT leaders must cope with a mind-boggling array of business challenges and technology issues, and the landscape is changing rapidly and the intersection points are proliferating.

"We are still very early into the digital age," says Paul Daugherty, chief technology officer for Accenture. "Even organizations that have started to digitally transform have enormous challenges ahead. Digital transformation is moving forward at an exponential slope, and there is no a finish line."

To be sure, almost every organization now struggles with the task of becoming digital in one form or another. While about 22 percent of the world's gross domestic product (GDP) is now digital, the figure continues to rise, according to Accenture.
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The Difference Between Trying and Doing

Why Trying Doesn’t Work

Tony Robbins gave similar advice to a woman who was struggling in her marriage. She stood up in one of his seminars to ask a question. She complained that she had “tried everything” to improve her relationship with her husband but nothing had changed.

Tony went on to make a distinction that I think is vitally important. He asked the woman to try to pick up the chair she was sitting in. She turned around and picked up the chair.

Tony said, “No, you picked it up. I said try to pick it up.”

The woman looked confused. Tony reiterated, “Try to pick it up.” The woman just stood there, not knowing what to do.

Tony continued, “No, now you’re not picking it up. I said try to pick it up.” Again, she picked up the chair.

Again, Tony, said, “No, you picked up the chair. I asked you to try and pick it up. You either pick it up, you don’t pick it up, or you try to pick it up.”
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Squeezing 10 Years of Management Experience Into Two Years

Traditionally, leaders on their way up the organizational ladder are moved from one position to the next, through a progression of experiences and assignments that, over time, educates them about important aspects of the business and presents them with incrementally more difficult assignments that build leadership competencies and confidence.

But many organizations make a costly mistake: They default to the assumption that experience comes with time. In talent reviews they make time-based readiness estimates like “ready in two years” or “ready in five years.” Under this job-by-job development approach, acceleration can be accomplished only by shortening a leader’s tenure in a given job or job level.

Organizations must rethink the concept of experience if they truly want to be successful. They have to determine how to take much of the risk out of major rapid upward movement of high performing, high potential individuals. It’s not sufficient to let time dictate how quickly your leaders gain the skill and experience needed to be ready for larger roles. Readiness does not come with having the same job title for a period of time; it evolves as leaders face significant challenges. We call them growth challenges. You can develop skill, knowledge, and experience much faster by providing accelerated learners with the right growth challenges at the right time.
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How Nimble Are You?

Forging a Truly Nimble Partnership

Utilizing our five-step process (see Figure 1), we took a structured approach to:

Understand the critical needs of the retailer client and the service provider, including the $180 million already invested, the careers on the line and the $20 million-per-year losses forecast for the service provider.
Gather input from stakeholders through a transparent interview and reporting process at multiple levels of the organization where the pain was most acute. We gathered and analyzed core qualitative data to see how all the pieces fit together intoone system.
Facilitate strategic planning sessions to surface the most emotional of issues (including blame, frustration and denial) to then align around the team’s top strategic initiatives and create game plans to achieve sustainable change.
Conduct progress checks to refine strategic work, address new issues, and build the strategic capability of the Executive and Leadership Team.
Evaluate results and think together about the next level of work only the team can do.
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