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What's the Best Way to Communicate With Your Users?

What's the Best Way to Communicate With Your Users? | digitalNow | Scoop.it
The number of channels you can use to communicate with users continues to rise.
Don Dea's insight:
Messaging Channels

Let's pretend you have an app where users can keep a daily log the number of crunches, minutes running or biking and a variety of other exercises. Users make profiles, so you have their email address (always collect email addresses, if you can!). During the sign-up process, you might include the option to follow the company on Twitter or to like the company page on Facebook, which provides two additional channels to reach this user.

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
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What's your one sentence?

What's your one sentence? | digitalNow | Scoop.it
We all can have single sentences that describe us, even if our contributions are not as deep and lasting as the aforementioned presidents. Whether they say something about us as individuals, as leaders or as community contributors, having the ability to construct a single sentence that captures our essence can serve as a great guidepost and motivator.

Pink (p.155) suggests some simple ones, such as:

“He raised four kids who became happy and healthy adults."
“She invented a device that made people’s lives easier.”
“He cared for every person who walked into his office.”
Pink ends the section by suggesting that we all contemplate our purpose by considering the question, “What’s your sentence?”

I would like to take this idea a bit further. As I understand it, having a single sentence means that we need to add more purposefulness to our lives. Purposefulness emerges from recognizing that our lives have meaning. We understand that we are here for a reason and appreciate our lives as a means through which to grow and serve others.
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Convenience Stores Are Getting Squeezed by Fast Food and Dollar Stores

Part of the industry’s difficulties are rooted in economics. Couche-Tard, which is grappling with slowing same-store merchandise sales, has blamed “anemic” real-wage growth for the struggles of its lower-income customers, while also citing fewer visits by Hispanics. As the income gap between top and bottom earners continues to widen, retailers and restaurants catering to cash-strapped customers are more likely to succeed, according to research by Cowen & Co.

That trend is pitting convenience stores against dollar chains, which have been beefing up their food offerings, including eggs and milk, according to Jennifer Bartashus, a retail analyst at Bloomberg Intelligence. And as fast-food restaurants race to announce value menus, convenience stores are finding it harder to get customers to grab a slice of pizza or a sandwich after filling their tank.
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5 qualities of emotionally intelligent leaders

5 qualities of emotionally intelligent leaders | digitalNow | Scoop.it
1. Empathetic
Empathy is the ability to understand how another person is feeling. Great leaders are able to look at issues from many different perspectives and to consider the effects from other points of view. The ability to put yourself in someone else’s shoes when viewing a problem can be invaluable to finding a solution and gaining consensus. With a bit of effort, there may even be a solution where everyone ends up happy.

How to practice: Make a concerted effort to visualize yourself in the other person’s position. What would the problem look like? What would your attitude be? How would it differ from yours? This helps validates and understand their perspective. Even if the answer to a problem is not the best outcome from any given viewpoint, acknowledging the positions and feelings of others can go a long way to creating acceptance and understanding.

2. Self-aware
Do you know the situations that bring out the best in you? What about the worst? Have you considered your biases, preferences and general dislikes? Self-awareness is having an understanding of your own feelings and an active knowledge of the history you bring to the table. When you’re self-aware, you can add your own ideas but also be aware of how your past experiences and current emotions play into the situation. Knowing your strengths and weaknesses and when you can and can’t trust your own instincts can make you an even better leader.

How to practice: When faced with a problem or situation, examine how you feel in the moment, and try to determine why. If you can identify the emotions that are at play in your attitude and your assessment of the issue, you can determine whether they need to be tempered or modified by other factors.
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Are You Keeping Up with the Content Marketing Challenge?

Are You Keeping Up with the Content Marketing Challenge? | digitalNow | Scoop.it
We All Have the Tools to Create

The success of your business, large or small, will be highly dependent on your ability to create engaging content, in the right context, that documents your story and captivates your audience – in addition to the quality of your product or service. With the technology at our disposal today, every person with a smartphone can create, and social media provides the platform to reach an audience across the world. Consumers today are fascinated with content available 24/7, visible in the success of Snapchat and Instagram stories. We all have the tools in our hands, waiting for the opportunity to create a new story.
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Secrets You Will Never Know About Courage To Change.

Secrets You Will Never Know About Courage To Change. | digitalNow | Scoop.it
THE COURAGE TO PUT YOUR TEAM FIRST
As a leader, you’re the one with the power to make the decisions and create change. This power requires a certain level of humbleness and the ability to accept that you are not perfect. Just like everyone else on your team, you have both strengths and weaknesses. Too often, leaders try to hide their flaws and become defensive when faced with criticism. Owning your weaknesses and accepting criticism takes courage.

Putting your team first and doing what’s best for your company may mean stepping aside, relinquishing some of the control, and completely changing your business model. The strongest companies don’t rely on any one person. They use systems, processes, and technology to grow the revenue of their business. Changing your business model means you, and perhaps some of your leadership team, are giving up some control that you may be used to having. It may be a complete paradigm shift for your organization.

During a paradigm-shift like this, your team will look to you for guidance and leadership. If you express even the slightest bit of resentment or anger, they will pick up on this. A strong leader keeps their emotions in check and maintains composure for the greater good of the team. Now’s the time to put pride aside so you can lead your team to greatness.

THE COURAGE TO TRY NEW APPROACHES
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Overcoming Analysis Paralysis at Your Organization

There are three basic things you can do.

 1. Trust those who you work with.

Yes, much of the ability to let go of fear requires trust. This is how you eliminate death by committee. Surround yourself with people you can trust, and then actually trust them to do their jobs.

Assign decision-making responsibilities to those who truly have the expertise around the decision that needs to be made. Don’t wait for buy-in from accounting on a marketing strategy just because you feel like you have to give everyone a seat at the table all. the. time. Instead, trust the small group of stakeholders to handle key decisions for the areas in which they are either the experts or their expertise has close ties. If you have consensus among those with the expertise and those nearby that expertise, you’ll be able to move faster and try new things so that you can optimize and ship more ideas and more programs more often.

2. Ship your decisions with a reason.

If the ultimate decision rests with you, then make a decision and have specific reasons. Tell your people why and make sure it is a meaningful explanation. Kids don’t like it when their parents give them the old “because-I-said-so” routine, so don’t do that to your tribe of change makers. Give an explanation. It seems so obvious, yet we’ve all probably encountered this many, many times in our careers. We witness decisions being made, the information about the decision is distributed, but in no way was the decision backed up with a reason as to “why we went this route.”

3. Stop worrying so much about being wrong or choosing the wrong path.
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How to Make Certain Your Team Doesn’t Flatline Before the Finish Line

To save a team from flatlining, we as leaders must not do what is normal, and must instead do what’s natural. Normal is to get deep into the details by asking standard, boilerplate questions. You likely recognize these inquiries:

·         What has to be done?

·         How will we get there?

·         Who will do what?

·         When and how will we measure progress?

·         (Oh, and what’s for lunch?)
These questions are essential for great execution. And, they’re normal: Everyone is asking them everywhere. And that’s the point. Meeting after meeting, day after day, with functional plans conflicting with the objectives of other teams…few can sustain the repetitive, low-conscious thinking being required of them. And this doesn’t even include adding the stress in the lives of each teammate outside the workplace. Kids, spouses we’d like to see at least once in a while, aging parents—it is no mystery why people go numb. There should be little question why in the normal meeting people tune out and the team flatlines.

To solve this, leaders can and must go beyond the boilerplate execution questions by making inquiries that research shows naturally make people think about what matters most.
We’ve found something consistent in the 39 countries we’ve worked in: People want to think at higher levels. They want to be inspired. They want to break free from the mundane. And while people recognize the following five categories of questions that mobilize hearts and minds, they also agree that they’re not asking them enough. Not even close.

Consider the meeting with Chen and Ava. Imagine what would have happened when the leader of that meeting would have accomplished by asking questions like these.
5 Classes of Questions that Trigger Hearts and Minds

Purpose:

·     “Quick guys, before we leave let me ask you: How is delivering on our plan entirely aligned with our purpose as a team?”

·     “How does delivering excellence on our plan communicate to the rest of the organization that we’re delivering on our purpose?”
Vision:

·  “What do you see our customer doing differently or better because of our ability to deliver successfully on this project?”

·    “What will we be thinking and doing more of as a team as we demonstrate that we are successful?”
Motivation:

·    “We’ve all got a lot on our plates. Is delivering on this project a high priority to you? And if so, why?”

·    “We all know the external rewards for delivering this project successfully. What I’d like to know: What intrinsically motivates you to give your best now?”
Accountability:

·    “How will we know we’re functioning as one team as we move forward?”

·    “What will we agree to do if we discover we’re behind schedule or challenged in our responsibility?”
Objective:

·    “What ultimately is it that we’re trying to achieve as a team even beyond hitting our numbers?”

·    “What is our objective as it relates to how we’ll function as a team while we deliver on the business imperative?”
These five classes of questions make people think in ways they often don’t get to during a typical day. This means that using these questions isn’t normal. But if what’s normal is seeing too many teams flatline due to the pressure of endless and competing priorities, why keep doing the same thing? By asking these types of questions, you mobilize hearts and minds, which causes a higher level of consciousness among the team. This is how you make sure your team crosses the finish line: mobilize hearts and minds.
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What Successful E –Commerce Markets are doing to Stay Relevant

What Successful E –Commerce Markets are doing to Stay Relevant | digitalNow | Scoop.it




Today’s successful web development brands are succeeding over their contemporaries because they have adjusted to the new trends in technology, the internet environment and most importantly in terms of reading what their customers want.

The good news is that what these successful brands are doing is something that can be emulated by the rest if they take charge of their web development techniques and change them appropriately.

Creating Strong Identification Brands
Brand development has been an important part of traditional advertising techniques for many years. However, it has only recently been pushed in the web development field. Brands use to focus on recognizing particular companies such as the logos you see for various businesses, fast food chains and the like. Today, there are brands that incorporate the consumer to help make them part of the overall experience.

When you consider that certain credit card companies are now pushing lifestyles that incorporate their card into how consumers pay for certain goods and services. It makes sense that pushing a particular brand that encompasses the lifestyle of consumers most likely to use their credit cards. The same is true for businesses that push a line of related products that help consumers interested in particular areas expand their experience.

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Enabling a new way of leading: the role of CEO and how leadership needs to change

Enabling a new way of leading: the role of CEO and how leadership needs to change | digitalNow | Scoop.it



Any CEO in a customer-facing environment will likely tell you that technology is re-writing the nature of their customers’ demands and giving them more and more new ways to express them.

Smart phones and social media are giving customers greater choice and a far louder voice. The reality is that when a customer is dissatisfied with any aspect of service, the company providing the service should expect them to inform the world… immediately.

Take the travel industry and the power of Trip Advisor as an example of how much and how quickly an industry can be transformed by this trend. Negative reviews make or break a reputation overnight. This is fast becoming the reality for all businesses – just ask United Airlines.

Facing customers, fast

So what does this mean for organisations trying to keep their customers happy?

It means that there is very little room left for cluttered leadership structures and the processes and time that comes with them. Competition is so fierce that if the employee handling customers ‘checks that with a manager’ every time there is a query or issue, soon enough they’re going to lose the business.

Organisations need to be more agile and better able to respond quickly – so their customer-facing employees need to be empowered and equipped to make decisions and act on them in real time.

Traditionally businesses organised themselves with leaders and managers doing the thinking, and everyone else getting on and doing the job.

But today, people at every level need to be able to respond dynamically to customers. They need the freedom to make the right choice, and the responsibility that comes with authority.  We don’t just need leaders at the top, but at all levels in an organisation.

Intent Based Leadership – creating leaders at every level

That’s why the concept of Intent Based Leadership (ILB) – developed by American leadership expert and former US nuclear submarine commander, David Marquet – strikes such a chord right now.

IBL evolved after Marquet transformed the US Navy’s worst performing submarine into the highest achieving operational vessel. He went on to write the Forbes best-seller, ‘Turn the Ship Around! A True Story of turning Followers into Leaders’.

Intent-Based Leadership was founded on the experience and principles of giving others control and driving decision making at all levels – creating leaders, not followers – to ultimately deliver success.

It is a fundamentally new way of thinking about leadership, which can help CEOs and those in other senior roles reassess how they, and the organisations they lead, can respond to the way the world around them is changing rapidly.

‘E’ stands for Enabling

If successful organisations will see leaders at all levels, what’s the future for the role of CEO?

Well, for the concept of leaders at all levels to work, everyone involved must have a clear understanding of what the organisation’s purpose, values and overall aims are, and where they fit into them.

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3 Ways to Win in the Golden Age of Advocacy

Jump the Ladder of Influence
Traditional advocacy campaigns climb a ladder of influence. First, they gather signatures for a petition and get people to send form letters to a lawmaker. If there’s momentum, maybe advocates write personal letters or phone the lawmaker’s staff. If the campaign generates enough buzz, it could score a big news story or meeting with a lawmaker. The pre-Internet campaigns relied on patience and long-term planning.

Forget the ladder. Why wait in line when a single tweet, Facebook post or Medium article could electrify advocates, the media and decision-makers? Why plan so fastidiously when agile reactions to breaking news and viral media can raise more awareness with less effort?

My co-founder Jeb Ory compares advocacy on social media to playing blackjack with infinite chips. There’s no risk! The “jackpot” is when decision-makers, seeing the momentum, feel compelled to respond publicly and act.

Plenty of advocacy campaigns use social media. However, they neglect the next tactic.

2. Choose One Story
In my previous job as an education organizer, I used to send agonizingly detailed emails about legislation to parents. After founding Phone2Action, I recognized that dry, wonky policy language doesn’t resonate with people. But stories do.
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Online Charity Gifts Spiked on New Year’s Eve: Analysis

Online Charity Gifts Spiked on New Year’s Eve: Analysis | digitalNow | Scoop.it
Online donors gave 38% more to charity and made 18.2% more gifts during the last week of 2017 than in the final week of 2016, according to an analysis by The Chronicle of Philanthropy in partnership with Network for Good, an online giving platform.

Online contributions reached their 2017 peak on New Year’s Eve, with some 61,000 donations in the U.S. bringing in $14.4 million.

This fundraising bonanza came the same week President Donald Trump signed the tax overhaul, and may have had something to do with the gains, as many donors could expect to see major changes in their tax bills and the financial benefits they receive from giving, according to The Chronicle.
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How to Analyze Big Data Using Machine Learning?

How to Analyze Big Data Using Machine Learning? | digitalNow | Scoop.it
Big Data and Machine Learning have no direct relation to each other. However, the techniques related to Big Data can be utilized in Machine Learning.

Machine Learning is associated with the huge chunks of data. This is the scenario when Big Data plays its role. The volume of data is essential when comprehensive analysis comes to play. There is a plethora of potential relationship between the different data sources, whether it from the live web-based click streams or the back end customer databases. This is extremely demanding for any analyst to check the entire hypothesis and extract the buried values. Hence, a unique tool must be deployed to get it done accurately and seamlessly. To understand the underlying relationship between the machine learning and big data, it is essential to understand the basics. In this article, we will realize the same.

Machine Learning

In simple words, machine learning is a process of analyzing data that automates the analytical model construction. It is a part of Artificial Intelligence and is based on the concept that the machines should learn with passing the time and experience to be able to sort various issues. It is a science of developing program and algorithm that is discovered on their own. After the humans build a machine, it will not need to be updated or taught the latest methodologies to perform in a better way. Some of the applications of the Machine Learning are as follows
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Grads of LifeVoice: Stepping Up To Tackle Education Access And Diversity In Tech

Grads of LifeVoice: Stepping Up To Tackle Education Access And Diversity In Tech | digitalNow | Scoop.it
Regardless of company size, a shared vision is needed from the bottom to the top of the organization, both at the team and individual level. If every individual, team, and business unit has a clear concept of how their work helps to contribute to broader goals of the company (revenue or otherwise), it is far more likely that they can work harmoniously to achieve them. I sometimes envision running my company like a conductor leads an orchestra. If I can write a score for each section and show them how to effectively play their part while blending with the others, then truly beautiful music can be made.

At the individual level, your employees should understand how their position is vital to the company’s success. Demonstrating that they are vital, will make them feel valued. Will their creativity help you create new and innovative products? Will their relationship building and closing ability help drive revenue? Showing the importance of each employee’s role and skills helps with engagement and buy-in at the foundational level of your company, its people. At the team level, there should be awareness of how the success of one, impacts the other.
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Understanding human communication patterns makes you a better leader

Understanding human communication patterns makes you a better leader | digitalNow | Scoop.it
Here’s how to crack the code on this uniquely human communication pattern so you can better connect with your colleagues.

Verbal fillers as traffic signals
Linguistics professor N.J. Enfield at the University of Sydney in Australia has studied the role that words such as “ah” and “um” play in conversation. It turns out that these words act as “traffic signals” in human communication, signaling to others in the conversation when to chime in and when to hold up. (Although animals communicate with one another, they don’t consider how their communication methods affect other animals, which makes this “traffic directing” uniquely human.)

In this Atlantic article, Enfield describes these words as cues that tell the listener, “I’m still forming my thought ... give me another moment.”  The leadership takeaway? When talking with someone, learn to view these verbal fillers as a request for a few more seconds of airtime for the speaker, rather than losing patience or seeing the person as less credible.

Is your conversation a competition?
Leaders may also perceive the space created by verbal fillers as an opportunity to form one’s response. This frames conversation as a competition, where listening carefully is the means for finding flaws in logic or formulating a rebuttal, say leadership consultants Jack Zenger and Joseph Folkman.  
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Convenience Stores Are Getting Squeezed by Fast Food and Dollar Stores

They’re just facing a lot more competition for convenience than ever before, whether it’s for coffee, food service, whether it’s for gasoline,” said Todd Hale, a consultant and former senior vice president of consumer and shopper insights at Nielsen Co. “Now they have to figure out what they’re going to do in the world of e-commerce.”

That means more consolidation could be on the way for the fragmented industry, where chains make up less than 40 percent of the market. After a recent shopping spree by market leaders Couche-Tard and Seven & I Holdings Co.’s 7-Eleven Inc., supermarket giant Kroger Co.’s 784 convenience stores are now up for grabs. Some investors, frustrated with the earnings and stock price of Casey’s General Stores, have urged the Iowa-based chain to also consider a sale.
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Stop answering your own questions

Stop answering your own questions | digitalNow | Scoop.it
Get Curious

In writing you can review what you have said and edit your phrasing to eliminate this kind of thing, but it’s significantly more difficult when you’re in verbal conversation. When you’re talking you don’t have a chance to see yourself poisoning the well and cutting off opinions before they can be explained. This is one of the many reasons I have tried to embrace the mantra get curious. I use this phrase to remind myself that I have to make room for people, that my first reaction is not always the right one, and that when I hear something that doesn’t sound right I need to listen more rather than jump all over it.
If you are (or were) a highly opinionated engineer, practicing making space for information rather than quickly jumping in and sharing your conclusions is a must for leadership growth. The more senior you become, the harder it is for people to feel comfortable disagreeing with you openly. That is not a sign of weakness on their part! Most people with any sense of self-preservation know that saying the wrong thing to the wrong person can have negative consequences. Lucky for you, as the manager, people are going to listen to what you have to say. Unlucky for you, as the manager, if you don’t make space for them to say things that you disagree with, you are unlikely to hear important details.
Making good decisions requires you to get as much information as possible, to understand the nuances of the scenario from all angles. It is very difficult to do that if people are afraid to contradict you. One of the less-obvious ways we make people afraid is by offering our opinions too early, without taking the time to get the rest of the information. So the next time you’re tempted to ask a question and answer it yourself, stop. Get curious. You already know there’s something you don’t totally understand, so hold on stating your opinions until you’re sure you’ve gotten as much information as possible.
Now, to go edit that comment…
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Here are the 5 useful and practical marketing techniques from experts

Here are the 5 useful and practical marketing techniques from experts | digitalNow | Scoop.it
Create A Schedule For Your Content And Know Your Audience
For any campaign for content marketing, I would like to begin with two things, a schedule, and an audience.A lot of people make the same mistakes in specifying their audience excessively or by basically guessing who their audience may be then roiling out what they hope will reverberate with the crowds. In my own experience, this does not work very well. When you write for your audience you don’t appeal to a single individual, and if your audience feels like they’re not unique, they might not relate with your content or share it on to their colleagues and friends.
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6 ways to find success through emotional intelligence

6 ways to find success through emotional intelligence | digitalNow | Scoop.it
Engage in psychological fortune-telling
Our preoccupation with being happy all the time can actually lead us to expect too much from everyday experiences.

Psychologist Maya Tamir recommends that, instead of making the pursuit of happiness your guiding principle in stressful situations, you should think about your long-term goal first. Once you’ve clearly identified your long-term goal, you can choose the emotion you want to experience in that situation.

For example, leaders who are under pressure to make a compromise can use emotional intelligence to opt for the emotion or feeling that will help them be more successful.

Tip: Successful people with high emotional intelligence do not always choose the pleasant emotion; instead, they opt for the one that will move them down the road and toward their long-term goals. When you are faced with making a decision, don’t shy away from the one that won’t feel the easiest. Instead, make sure it’s the one that will lead you toward your long-term goal.

2. Early intervention is key
Sometimes we’re thrown into situations where there is no exit strategy. If we can anticipate a negative situation, we can take proactive measures. We're better off if we can nip the monster in the bud before it overtakes us.

Emotionally intelligent people study their triggers and use this knowledge to sidestep situations and people before they get the best of them. There is always someone with an irksome laugh or annoying habit to deal with, so develop buffers if you know you’re going to be in their company. Situations that trigger negative emotions often leave people feeling depressed, especially when you know they could have been averted.
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Elevate your conversations in 2018

Elevate your conversations in 2018 | digitalNow | Scoop.it

1. Get present
Noise and distraction are everywhere. If you can maintain the discipline of really listening to what the other person is saying you will stand out. The other person senses your energy and magnetism even if they can’t put their finger on it.

What’s required? Stop looking at your smart device when you are engaged in conversation. When you truly aren’t available, just say so rather than pretending to listen. Most people appreciate discipline and honesty.

2. State your intention
Know your intention before an interaction to avoid getting distracted. For example, “My intention for this conversation is to make sure we are on the same page,” is a better direction than shooting from the hip and talking about all the things that aren’t working in the relationship.

What’s required? Setting intention requires you to let go of the seduction of blame.  Intention guides your thoughts and helps you focus on future outcomes versus past mistakes.

3. Stop playing verbal ping-pong
It’s easy to fall into a black hole about who is right, who is wrong, and what’s not fair. These communication habits indicate the tendency to get distracted. Stop taking the bait and you’ll elevate the conversation.

What’s required? Become aware of your triggers. Triggers often include the need to change or fix someone else, the need to be understood or the need to prove a point. Instead, work from your intention (tip No. 2) and then redirect the conversation.

4. Become curious
When someone rubs you the wrong way, it’s easy to engage in drama. For example, if you work with someone who is always sarcastic, you try to one-up them the next time. This kind of conversation spirals down. Instead of getting tangled up in game-playing, become curious.

What’s required? Don’t let anger take over. Take a breath and instead of reacting, respond thoughtfully with a focused question. “Why did you say that? Is there some hidden meaning?” Simply asking often causes the other person stop the pattern. Seek first to understand rather than to change.
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Managing dominance in teams

Managing dominance in teams | digitalNow | Scoop.it
If you want to get something done, put a powerful person on your team. If you want to ruin the team, in order to get more done, put one or two more powerful people on the team. Productivity will decrease.

This is the conclusion of a recent study by two academics -- Angus Hildreth and Cameron Anderson -- at the University of California, Berkeley, Haas School of Business and reported by Shankar Vedantam on NPR’s "Morning Edition."

Psychologists refer to this trait as dominance.

The supervisor must make it very clear that success will require total team effort. Each individual is responsible for results. Failure to achieve is a failure of team as well as a failure of individuals who will be held accountable.

Dominance is vital to leadership but, as with all power, it must be used appropriately in order to benefit others and not simply the individual.

Note: For more information on the research cited in this post, read "Failure at the Top: How Power Undermines Collaborative Performance," by Hildreth and Anderson.
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 Growing Up In A Digital Age

 Growing Up In A Digital Age | digitalNow | Scoop.it
Where is your industry headed?

Henry Ford famously said, “If I had asked people what they wanted, they would have said a faster horse.” Instead, he built a car. Now, companies must simultaneously build a cheaper, better, faster horse and imagine the car—with vast advances in digital technology creating complications and opportunities. Computing power is constantly expanding to keep pace with the explosion of data available on a proliferating number of connected devices. Throw in the promise of artificial intelligence and machine learning, and new uses that emerge daily, and it’s no wonder that companies are struggling to figure out where they fit on the technology curve, especially if they’re not digital natives.
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 The Perfect Gift For The Holidays

four moves that at first glance can seem counterintuitive:

Moving from values to behaviors. “We act like owners.” “We are entrepreneurial”… “collaborative”… “solution-oriented”… “innovative.” This is the well-articulated language the executive used to describe his company’s culture. All good things, but as we pushed a little deeper, he acknowledged that simply stating these corporate values won’t change behavior. They are too broad and too general. Behavioral science teaches that people can change only two or three behaviors at a time, and that the desired behavior must be specific. After some discussion, this executive zeroed in on two things he would do differently: first, listen more in update meetings, and second, praise out-of-the box thinking, even when it fails. These two behaviors are likely to do more to create an accepting environment for new ideas than any neatly worded statement of corporate values ever could.
Moving from communication to engagement. As we started to discuss how to communicate his goals for the culture, it became clear that most of the tools this executive used were one-way megaphones. Things like executive speeches, CEO videos, newsletters.
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Too Many Nonprofit Boards Lack Diversity

You may not recognize the name Tarana Burke. She’s the black woman who founded the #MeToo movement a decade ago to support women of color who survive sexual harassment and assault.

Although this movement has mostly directed attention to work-related abuses involving white women, since it hit critical mass in 2017, it also speaks to me as a black man because of the racial discrimination I personally experienced many years ago as a nonprofit CEO.

Today, I blame that predicament on the lack of diversity among the leadership of my nonprofit’s board. Imbalances of power create opportunities for the people who have historically called the shots to abuse their authority—whether that means paying people of color less than whites for the same work or committing the kinds of outrages that the #MeToo movement and its offshoots are now bringing to light.
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Vision: It's a verb!

Vision: It's a verb! | digitalNow | Scoop.it
Noun or verb
What often gets in the way of vision being a tool for guiding others toward the future is its treatment as a noun — a thing. Frequently, leaders create a vision, crossing it off their lists like too many other "one-and-done" activities. The words are printed on posters or mugs and that’s the end of the discussion, except perhaps for a little lip service. And, as a result, the vision offers little value to individuals or the organization.

But leaders who use vision as a verb see very different results. Verbs are action words, and when vision becomes a vibrant, living activity, tremendous benefits are possible. Visioning can:

Facilitate greater alignment throughout levels of the organization
Focus attention on what’s most important given the plethora of competing priorities facing most employees
Guide independent decision making (which becomes increasingly important as typical spans of control increase)
Create an emotional connection with the organization that supports enhanced engagement and retention.
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Enabling a new way of leading: the role of CEO and how leadership needs to change

Enabling a new way of leading: the role of CEO and how leadership needs to change | digitalNow | Scoop.it
If successful organisations will see leaders at all levels, what’s the future for the role of CEO?

Well, for the concept of leaders at all levels to work, everyone involved must have a clear understanding of what the organisation’s purpose, values and overall aims are, and where they fit into them.

So maybe we need to redefine the CEO as Chief Enabling Officer, with a mission to ensure that the organisational structure and working environment enable people to perform to the best of their potential, and to take more responsibility for delivering the right thing to customers.
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