Going into a negotiation with someone who holds more power than you do can be a daunting prospect. Whether you are asking your boss for a new assignment or attempting to land a major business deal with a client, your approach to the negotiation can dramatically affect your chances of success. How can you make the best case for what you want?
Editorial: Freelance writer and Yen.com.gh contributor, Daniel Dela Dunoo explores ‘How To Build A Personal Brand That Sells’, as a tool for growing young enterprises. When it comes to personal branding, the ultimate responsibility rests with the...
We’ve all been there. You try to focus on a task and soon you’re looking out the window, wondering about dinner, analyzing your golf game, fantasizing about your lover. How did your mind end up in Cancun, when you were supposed to be thinking about first-quarter strategy?
The normal act of concentration or attention is a mess, but it’s a mess with a specific structure. To learn to sharpen your focus, you can start by understanding this “structure of distraction” – how, exactly, your concentration strays in the first place.
Over the last 20 years as a clinical psychologist I have led workshops and meditation groups that have taught people from all walks to see the structure of their own distraction. In my work with clinicians in end-of-life care, understanding this structure has helped them to distinguish between the needs of dying patients and their own emotional responses. This same skill has helped families to drop resentments and choose togetherness. It has helped business leaders to clarify their strategic goals and develop the courage both to initiate and to end internal and external relationships. It has even helped golf players to keep their mind on their swing and their eye on the ball.
“Today any company that isn’t rethinking its direction at least every few years—as well as constantly adjusting to changing contexts—and then quickly making significant operational changes is putting itself at risk. But, as any number of business leaders can attest, the tension between needing to stay ahead of increasingly fierce competition and needing to deliver this year’s results can be overwhelming.”
— John P. Kotter, “Accelerate!”, Harvard Business Review, November 2012 Accelerating change continues to impact every facet of business. To thrive long term, business leaders must make implementing change a core competency in order to capitalize on our changing world instead of merely trying to adapt to it.
Holding a position of leadership doesn’t make you a leader.
Just observe political candidates who jump in front of a poll-tested parade and call themselves the leader. Or take a look at beneficiaries of large fortunes who assume they wound up on third base by hitting a triple. Or consider those who made it to the top through self-promotion. Finally, watch tyrants who maintain their power by intimidation. Having title, office, votes or guns does not alone make one a leader.
All these pseudo-leaders confuse positions of leadership with true leadership. As poseurs, sooner or later, most fail – either personally or institutionally, obviously or insidiously. But, in their grasping for power, they don’t just diminish the lives of those condemned to follow them. Their style of position-dependent leadership often comes to haunt their own lives.
When it comes to the tools we use to be well-organized and increase our productivity, those that are available across most platforms are definitely the most attractive. Applications that we can access via the Web, as a browser extension, as an iOS and Android app, and as desktop app for Windows and Mac mean that no matter…
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