The biggest question is what type of program is being enabled. The OPM providers are helping with both degree and certificate programs. The majority focus on non-traditional students (i.e. what has become the majority of US higher ed), as working adults often working on degree completion or professional development of some sense.
The sweet spot of the market has been masters programs, but there are some OPM vendors also working with associates and bachelors programs. Certificates and direct ties to employment is a growing field, but even there there are differences – entry job skills, prof dev, career advancement.
The other big question is what is the type of business model. There are five big players, in terms of number of clients and revenue, that most people know about. These are full-service, mostly tuition revenue-sharing. There are a growing number of similar companies who are not (yet) as large as the big 5. There are also firms taking a different approach, more ala carte and fee-based instead of tuition revenue sharing.
Oscar Wilde once said, “If one cannot enjoy reading a book over and over again, there is no use in reading it at all.” This is especially true for the great books that are immortalized in paper and print for countless generations to enjoy.
People fall crazy in love with characters in books, often because they embody an ideal which they fundamentally identify with. When these characters express something particularly moving or thought-provoking, we keep their words in our hearts, and repeat them whenever we get the chance.
Actions speak louder than words, but quotes are without a doubt more repeatable. They’re easily shareable, whether it’s vocally, on a shirt, on your bedroom wall, or even on a quilt. We looked at classic books to find some of the most beloved characters and their thought-provoking quotes that will live forever in print and in our hearts.
Within that matrix, we define behavioral-performance patterns that team members demonstrate from Slackers to Rising Stars and everything in between. The real insight lies in practical advice on how to lead those folks to improve their performance. By understanding the behaviors your team members demonstrate and how you invest (or don’t invest) your time and effort into them, you’ll get a clearer picture of the 8 archetypical performance patterns that can show up in the box. With that understanding, you can begin leading your team members differently, which will improve your team performance.
Those archetypes are as follows:
Exemplars (High Output, Low Input) can be categorized based upon their career aspirations. Some Exemplars want their great performance to provide them a stepping stone to larger roles and responsibilities. These are the “Rising Stars.” Other Exemplars are content remaining in their current roles. They’re experts and they’re satisfied with delivering outstanding results without much interference from their boss. These individuals are the “Domain Masters.”
Ad blocking is serious revenue problem for publishers. It’s a battle being fought with ad-free subscriptions, forced use of so-called "whitelists," and even just politely asking visitors to turn off ad blocking for websites.
So far the end user is winning, and adoption of ad block technology continues to rise on both desktops and mobile devices. And even more troublesome for the industry, it’s most prevalent among younger website visitors.
Conducting what amounts to lead generation via collecting email addresses, as well as visitor information via a social login, is new tactic in offering a value exchange.
“It’s saying, ‘If you’re not going to look at ads, then give us a data point that identifies you as a specific individual and we’ll be able to track you in a specific way — what kind of content you consume, viewing patterns and cross-device tracking,’” Dorian Benkoil, founder of Teeming Media, told Digiday. “They’re saying, ‘We’re not going to force you to subscribe or look at ads, but we are going to ask you take this in-between step.’”
What does it take to foster inspiring leaders, not just through a lucky accident of talent management but year in and year out? To help answer that question, we have been conducting comprehensive research since 2013, using Bain and select clients as a test bed. Specifically, we designed an analytical approach to deﬁne, measure and develop inspirational skills. Three key questions guided our research:
What characteristics matter when it comes to inspiring others? How many inspiring behaviors does someone need to demonstrate reliably in order to inspire others, and what pattern of behaviors is most powerful? How can we calibrate the strength of those characteristics in an individual?
VR works when it comes to causes Charity: Water is just one of a number of organizations that have become champions of virtual reality for bringing awareness to causes worldwide, evoking empathy through immersive experiences. Last year, Matter Unlimited VR traveled with former President Bill Clinton and his daughter, Chelsea Clinton, to document the Clinton Global Initiative's work in places like Tanzania and Kenya. According to Matter, the film has amassed 150 million media impressions and 1.2 million Facebook views. Yet another film, from the international education nonprofit Pencils of Promise, transported its audience into a small classroom in Ghana to show how education is transforming the rural community of Toklokpo. In the 90-second film, viewers get to see what it's like to learn while sitting under a mango tree or in a dilapidated building. The viewers then see students use the new building thanks to Pencils of Promise. The film, which debuted at the Pencils of Promise 2015 gala, helped the organization raise $1.9 million, and officials say it's continued to be an important tool for securing new donors and corporate partners.
Yet as powerful as frames are, they can also create a box around our thinking—narrowing our options, limiting our perspective, and ignoring critical aspects of the situation. Because they simplify reality, frames inevitably highlight some factors and hide others. As conditions shift, those hidden factors may contain important clues about risks or new opportunities. For example, in my opening story, Mike was focused on cutting expenses, and within the frame of being a “star player,” his actions made perfect sense. But his boss recognized that Mike’s actions affected the customer experience, the key driver of the company’s success, and within this larger frame it became clear that Mike had to change course.
This is why great leaders look for empowering frames and communicate them explicitly, to ensure others understand their intent and interpret their actions through the new lens, rather than old frames. For example, I met one leader whose collaborative efforts had been a source of friction with his colleagues. According to their frames of “who owned what,” he had been “encroaching” on their territory. But when he proactively framed his actions as “sharing intelligence” about external competitive threats, his outreach was viewed as a valuable aid.
It’s difficult not just because it requires major changes to practically every aspect of the organization — it also means placing a bet on customer preferences that are far from certain. And it means choosing to undertake an tremendously costly venture, before a crisis makes it necessary. In short, it takes courage, which I believe is the hallmark of great leadership.
What gives the GEs and GMs of the world the courage to reinvent themselves? The answer is complicated, but one thing is clear. They do it because they have a relative view of risk, like the entrepreneurs we analyzed. Case, Lurie, and Taylor all believed that what they stood to gain — an enormous untapped market — far outweighed what they stood to lose.
So, as you search for the next big opportunity, it’s worth asking not only what it is, but whether you have the courage to seize it.
Increasing employee productivity is a goal most companies attempt to achieve whether it’s through Six Sigma methodologies or the implementation of performanace based methods of encouraging better work ethics. Recently, there have been new developments in the IT industry that focus on the use of video conferencing as a means of boosting work place productivity by making certain operations and procedures more efficient and effective. While this may seem strange since the use of conf call for IT departments from providers like Blue Jeans are primarily for communicating across long distances, they can be used in a wide variety of workplace activities to increase efficiency.
Video Conferencing to Expedite Training
One of the best uses for this kind of technology is its ability in expediting training sessions for IT personnel. Companies need to keep their IT departments up-to-date when it comes to the latest technological and software developments. As a result, they often bring in outside trainers to help instill new skills into their employees. However, with French companies often having multiple IT departments across various regions and cities, this creates issues when it comes to the viability of establishing proper training sessions for all the personnel involved. This is why the use of video conference calls is thought of as a great way of increasing productivity by bringing the training to the employees via a digital format. IT personnel could connect to the necessary video conference and join in on the training session regardless of their current location. This ensures that training can be conducted at the same time and across multiple regions. This makes the entire process far more efficient and limits the cost associated with having to send the trainer to multiple locations.
Increasingly, bots are being used to automate tasks, speed search, and carry on conversations with humans. Of course, we've seen some epic failures, such as Microsoft's Twitter Bot, and we're likely to see more high-profile failures along the way. Even so, modern chatbots are designed to use natural language processing (NLP) as an interface, so users can accomplish tasks in less time that previously required and enjoy a natural-seeming user experience.
"Up until a few years ago, the way we would accomplish a task was to point, click, and hunt through menus to figure out how to express our intent to the system," said Matt Buck, engineer and cofounder of voice interface development company Voxable, in an interview. "Sometimes the easiest way to tell a computer what you want it to do is to [use] natural language."
Leadership teams who craft a present day purpose focused on serving others, and clearly outlining desired values, behaviors, strategies and goals via an organizational constitution see results, performance, engagement and service increase by an average of 35% - 40% within 18 months. Those are impressive numbers, but getting leadership teams to evolve past their “old ways” is challenging.
So start with questions.
● What does this team do? (How do they spend their time?)
● Who do they do this for? (Who are this team’s primary customers?)
● Why do they do it? (What is the desired outcome—besides making money?)
You might be surprised at the answers to number three. Sure, employees want decent pay, benefits and perks. But what humans crave more is purpose and meaning. They want to make a difference. When they feel they do, engagement goes up. They serve others effectively. And turnover goes down.
The “why” question is critically important. Most leadership teams I work with struggle with an answer to it. They’d rather focus on tangible results, fearing if they don’t, those results will go away. But they won’t. They will likely get better.
Using this exercise, one of my client’s crafted a terrific, service oriented purpose statement for their leadership team:
“Drive results and service through engagement and respect.”
This statement honors the tangible goals, but specifies that they are to be earned the right way.
Leaders, don’t focus exclusively on results. Think about the why and how. The leaders are responsible for a work environment based on trust, respect, and dignity. Create that, and see the results you want come naturally.
five factors that made your own learning team so successful.
1. Bring great people together and invite them to share an experience where, if they listen more than they talk, learn rather than judge, and be truly selfless in their exchanges with others, they will set the stage for achieving extraordinary results.
2. Create a safe environment for your team – a place where they can fearlessly share their ideas, experiences, and opinions. My guess is that in your course on Multiculturalism and Diversity, you had conversations about race, gender, and age, which I would suggest you never had with anyone before. (It was certainly the case in my learning team. And, because we trusted one another enough to have those conversations, we were all that much richer for it.)
3. Bring your best self as a servant leader to every interaction with others. I don’t mind saying we have a faculty here that really understands how to lead learning teams. Our job isn’t simply to lecture or point students to books and journal articles, it’s to be that servant leader who brings our students together, inspires them to learn from each other, and who creates learning team leaders in their own right. If we don’t do that, we haven’t done our job. Let me suggest that if you don’t bring your special brand of servant leadership to the lives of others, you won’t be doing yours, either.
myths! Small Nonprofits Don’t Need a Major Gifts Strategy Advocates and Donors Are Two Groups That Don’t Overlap You Need an Outside Consultant for Your Capital Campaign There’s No Science to Storytelling Nonprofits Don’t Need to Worry About Customer Service Peer-to-Peer Fundraising Is Only for 5Ks and Fun-Runs Direct Mail Is Dead You Can Get By Without Donor Feedback You Should Focus on Quantity Over Quality
There's no disagreement that mobile technology helps workers and their employers achieve enormous gains in productivity. However, as organizations migrate to mobile devices and practices, the need for robust security grows. What's more, mobile devices and apps represent very different cyber-security risks and dangers. A recent report from mobile data security and management firm Wandera, "Assessing the Security of 10 Top Enterprise Apps," sheds some light on the security risks related to the most widely adopted enterprise apps. The firm's SmartWire Labs team performed a comprehensive security assessment of the most popular business apps used on corporate devices for its enterprise customers across North America, the United Kingdom, Europe and Asia. Here are some of the key findings: Virtually all of the most widely adopted mobile apps display vulnerabilities and weaknesses, including in critical areas such as data storage security and data transport security. In addition, virtually all lack anti-jailbreak protection, and most are missing other key security features.
How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately.
These culture critiques are as common as complaints about the weather — and about as effective. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable long-term improvements?
In a rapidly changing environment, intellectual curiosity is integral to success. Curious people aren’t gratified by punching the clock; they’re interested in what the company is doing and how to do it better. An inquisitive team holds powerful collective knowledge, creates innovative products, and generates interesting solutions. As the pace of business accelerates, building an intellectually curious team will future-proof your company. Gauge curiosity by asking candidates to describe how they’ve taught themselves new skills. One candidate said she was taking marketing courses in between jobs; another learned a foreign language at night school. Honing skills on the side screams “curious” and “motivated.” I often ask how candidates would get up to speed in the first 90 days. One candidate surprised me when she flipped my question around, asking me to define “success.” Her inquiry indicated deep curiosity and interest. Bottom line: Candidates who don’t ask questions don’t get an offer. Creating human connections both inside and outside your company is critical; empathy makes that possible. As empathy creates cohesive teams, curiosity drives those teams to explore new solutions, leading to innovation. In this business climate, it’s worth it to dig for empathetic, intellectually curious hires.
No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 10” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.
1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization. This demands as much data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes. The change-management approach should be fully integrated into program design and decision making, both informing and enabling strategic direction. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change.
Empowerment is all about alignment with the big picture of your company. Your team might not agree on all the details, but if you start with the directional elements first, you’re building on a much more solid foundation. Here are the four essentials to build this into your team:
1. Establish core values. Strong values empower and make many rules obsolete. While good corporate governance requires well-documented rules, many of these rules are just the results of people’s behavior against generally expected values. Defining and, more important, demonstrating core values are the strongest forms of empowerment.
For example, if your core values are to hire the best people, you won’t need as many rules in place. You simply bring in the best recruits regardless of gender, ethnicity, religion, sexual orientation, or age. This also means there is no need for a hiring policy that requires managers to use only recruiters that support that cause. They would simply require this themselves.
2. Ensure that structure follows vision. Hierarchies need to support the vision or they’ll potentially lead to frustration. Making the vision a guiding idea and supporting it with a strong strategy is key to empowerment. With that in place, your structure is founded on solid ground.
You may want to start implementing this on a project basis and expand it over time. Running an ideation program while maintaining highly formalized approval processes may not be the best idea. Try it without rules, and with just a budget as your guide — you’ll be surprised how well that can go.
About 26% of U.S. internet users (or 69.8 million Americans) will use ad blocking software this year, according to a new forecast from eMarketer, a 34% increase over 2015. eMarketer projects that number will only increase in 2017, with 32% of U.S. internet users (or 86.6 million people) using ad blocking technology. The report found that ad blocking in the U.S. is much more prevalent on desktop and laptop computers than on mobile devices, and that there is also a little overlap in the numbers with some people blocking ads on all devices.
Here are 11 ways fear can cripple your leadership. Do any of these sound familiar to you?
You avoid dealing with the very thing that needs attention. You know that unease that creeps up and prompts you to procrastinate or avoid doing something? Listen to it! But instead of doing what it says (avoiding the problem), use it as a signal flare – the thing you feel like avoiding is exactly what should have your full attention. Dive in and get it done.
You lose credibility Even if you don’t tell them what’s going on, your team will figure it out. When you’re paralyzed with fear, your leadership credibility slowly erodes.
You feel like you’re all alone. When you’re scared, you forget your team. This one is particularly brutal because it cuts you off from one of your greatest strengths. Your team is smart; working together, you can get it done…but not if fear isolates you.
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