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Documents pour "Berrett-Koehler Publishers"
Affiche du document Find Your Balance Point

Find Your Balance Point

Christina Stein

56min15

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75 pages. Temps de lecture estimé 56min.
Accomplish what matters mostBecause we all have too much to do, it feels like our lives are out of balance. But Brian Tracy and Christina Stein argue that imbalance results not so much from doing too much but from doing too much of the wrong things. They provide a process that enables you to sort out what is most important to you from among the many activities you could focus on. When you can efficiently identify and accomplish what really matters to you, you've found your balance point. CHAPTER ONEDetermine Your Values and Start from the Right PlaceIn the pages ahead, you will learn how to discover who you really are; what values drive your beliefs, attitudes, and actions; and exactly what you need to do to create a plan that ensures a life of passion, purpose, and self-direction.Clarity Is EssentialThe starting point of designing a wonderful life is for you to develop absolute clarity about who you are and what matters to you. This means that you must be clear about your values. It seems that successful, happy people know what their values are and what they stand for, and they refuse to compromise them. Most of the great men and women of history have been admired because of their character, because of their adherence to a set of values that enabled them to overcome incredible adversity and go on to accomplish extraordinary things. And this can be true for you as well.Everything happens for a reason. Success and happiness are not accidents. Failure and underachievement are not accidents either. There are definite reasons for everything that happens, and most of these reasons are contained within yourself.Fortunately, you can control the things that you think, say, and do, and by controlling them, you can design the kind of life that you want and create the kind of future that is possible for you.When you become clear about your values and what is truly important to you, it becomes easier to make a plan for your future. People who know what they want and are clear about what they are working toward feel engaged and inspired by their lives. Developing clarity about your values is the essential first step to creating a happy life. When you become clear about these values, you will start operating from your own personal balance point.What Are Values?Your values lie at the core of your character and your personality. Values are the foundation of your self-concept. They are like the axle around which your entire life turns. They are the primary drivers and motivators that push you forward. They determine who you are and who you are not, what matters to you and what does not.You've heard the saying “life is a journey.” Let's use that idea to help illustrate the role that values play in your life. On your life journey you will travel to many destinations. Just as you wouldn't just jump in your car and drive or hop on a plane and fly off somewhere, you wouldn't start without a clear destination. Your values largely determine which destination you choose. Do you prefer warm weather or cool weather? A city vacation or a seaside holiday? Luxury or budget? Are you interested in museums and other cultural experiences? The destination you choose and the trip you take will be a reflection of what is important to you, very much a reflection of your values. These values lie at the core of the person you really are inside, your self-concept.Your Self-ConceptYour self-concept is your bundle of beliefs and ideas about yourself and your world. It is how you think and feel about yourself and every part of your life. It is the central or master program of your subconscious computer. Your self-concept precedes and predicts your performance and effectiveness in everything you do.According to humanistic psychologist Carl Rogers, your self-concept is made up of three parts, like three overlapping spheres, each touching the other. These are your ideal self, your self-image, and your self-esteem. Let's look at each of them in order.Your Ideal SelfYour ideal self is a combination of all the values and virtues that you admire in yourself and in others. It is a picture of the perfect person that you would like to be at some time in the future. Your ideal self is your vision of the very best person that you could possibly become.Your Self-ImageYour self-image is the second part of your self-concept. This is the person you see on the inside and think of yourself as being. It is often called your “inner mirror”—you always behave on the outside the way you see yourself behaving on the inside.You might identify yourself by your physicality, by the social roles you play, or by your personality traits. All improvements in your outer life begin with an improvement in how you think about yourself—your mental and physical self-image.Your Self-EsteemThe third part of your self-concept, your self-esteem, is perhaps the most important part of your personality. This is the “reactor core” of your personality, the energy source and center that determines the power of your personality. Your level of self-esteem is the foundation of your self-confidence, the most important quality of all for success in a busy, competitive world.Your self-esteem is defined as “how much you like yourself.” The more you like yourself, or even love yourself, the better you do at anything that you attempt. And the better you do at your work and in other areas of your life, the more you like and respect yourself. Each aspect feeds the other: the more you like yourself, the better you do, and the better you do, the more you like yourself, in a continuing upward spiral of higher performance and higher self-esteem.Your self-esteem is greatly affected by the relationship between your self-image and your ideal self. The more consistent the person you see yourself as being today is with your ideal self—the person you would like to be in the future—the higher will be your self-esteem.The greater the distance between the person you see yourself as being today and the person you want most to be, the lower will be your self-esteem and self-confidence. When you are clear about your values and your ideals and you live every day in a manner that is consistent with those values, your self-image will move closer toward your ideal self, your self-esteem will increase, and you will feel a tremendous sense of self-respect and personal pride. This is our goal for you throughout this book.The link between your self-image and your ideal self is why it is said that all problems in your personal life can be solved by a return to values, to the very best that is in you.Select Your ValuesWhat are your values? This is a great question! How do you determine what your values are today, and how do you decide what values are most important to you going forward?There are two ways to determine your current values. The first is to look at your behaviors or actions on a day-to-day, hour-by-hour, and minute-to-minute basis. Your true values and beliefs are most often expressed in your actions. What you say or hope or wish or intend to do or be in the future does not really matter. Only your actions in the moment tell you, and everyone around you, what you truly value and who you really are deep inside.The second way to assess your values is to look at how you behave under stress. When you are under stress or pressure and you are forced to choose one action or another, your choice will express your true values.For example, ask yourself, “If I found out today that I had only six months to live, how would I spend my time?” Your answer to this question will tell you what is most important to you in life at this moment.You can also determine what you truly value by looking at what makes you the happiest and what qualities you most respect and admire in others.Clarifying your true values is not easy. Some people choose to attend intensive, three-day seminars on the subject of values clarification to help them develop absolute clarity about what is important to them in every area of life. These seminars are often life changing for the simple reason that most people, even highly educated and intelligent people, are unclear and unsure about what their values really are or what they should be.But once you are clear about your values, and their order of priority in your life, and you resolve to live consistent with these values, you will feel a tremendous sense of liberation and exhilaration. Life will become simple and clear. You will know what to do and what not to do. Decision making will become easier. You will feel that you are becoming the very best person you can possibly be.Let's talk now about three different kinds of values: character values, life category values, and values around roles and identities.Character ValuesFollowing is a list of character values, also referred to as “virtues.” Virtues are the admirable and desirable qualities and strengths that make up a person's character. They are usually developed early in life as the result of parental influence and example. Virtues can also be developed in adulthood by repetition and practice and by refusing to allow exceptions.Read through this list and ask yourself, “What kind of person am I?” Circle those words that you believe best describe your character and guide your choices and actions today, or jot them down on a piece of paper. Also circle or write down those virtues and values that you would most like to develop in the future. This combination constitutes your ideal self.AcceptingAccountableAssertiveBraveCautiousCommittedCompassionateConfidentConsiderateContentCooperativeCourageousCourteousCreativeCuriousDefiantDependableDeterminedDevotedDiligentDisciplinedDiscreteEloquentEmpathicEnthusiasticFaithfulFlexibleFocusedForgivingFriendlyFrugalGenerousGentleGracefulGratefulHelpfulHonestHumbleHumorousIdealisticImpartialIndustriousInnocentJoyfulJustKindKnowledgeableLiberalLovingLoyalModerateModestObedientOpen-mindedOptimisticOrderlyPassionatePatientPeacefulPersistentPiousPrudentPunctualPurposefulRationalResourcefulRespectfulResponsibleRighteousSelflessSelf-sacrificingServicingSensitiveSincereSpontaneousSteadfastStrongTactfulTolerantTrustingTrustworthyTruthfulVitalWiseZealousNow, look at your selections and choose the one value that is most important to you. (This is not easy!) Continue through your selected values and decide which is your second most important value and then your third, fourth, and fifth. This is a great exercise and an excellent starting point.Which are the most important values in your life today? (Write them here or on a piece of paper.)1. ____________________________________________2. ____________________________________________3. ____________________________________________4. ____________________________________________5. ____________________________________________Identifying which values are most important to you, and their order of importance, helps you live a more successful, balanced life for three reasons. The first reason is that the values you admire and desire the most are unique and personal to you. To achieve balance in your life, you need to be clear and committed to what matters most to you.The second reason is that the more your daily words and actions are consistent with your most deeply felt values, the higher will be your self-esteem and the more you will like and respect yourself. The more self-esteem you enjoy, the greater will be your self-confidence. The more self-confidence you have, the more energy and determination you will have to move forward and achieve your goals. Nothing will stop you.The third reason why clarity regarding your values is essential is that to determine how to set goals and priorities, you need to know what you really want and care about more than anything else.Life Category ValuesWe are shaped and motivated by the qualities of our character and the values we place on each different part, or category, of our lives. In achieving balance in our day-to-day lives, it is usually the life category values where we strive to achieve balance the most.Before you can achieve success in your personal and professional lives, you must first determine what “success” looks like for yourself. Finding your balance point requires that you decide what is most important to you among these categories and then where and how you should invest your time and energy.Look through the following list and circle the words or phrases that describe the most important elements of your life, both present and in the future, or write them down on a piece of paper. You may select all of them or only a few; there is no right answer—only what is right for you.Romantic partnershipsFamilyChildrenParentsFriendsSocial lifeMoneyWorkCareerHomeTravelMaterial thingsReligionHealthFitnessEducationSpiritualityCommunityWhich are your five most important categories, those areas that take up, or that you wish would take up, most of your time?1. ____________________________________________2. ____________________________________________3. ____________________________________________4. ____________________________________________5. ____________________________________________Does your life reflect all the categories you listed? Are there certain categories that are important to your happiness and fulfillment but to which you are not devoting enough time and energy?You may find that you selected many of the categories, but not all of them are of the same importance to you. Later we will discuss how to prioritize your values and live a life that accurately reflects the significance you give each one. In addition, you will learn how to establish your values and priorities and how they may change in importance throughout your life.Role and Identity ValuesWhen asked to describe themselves, people often mention the roles they play and the jobs they do. Just as certain virtues are more meaningful to us than others, we also place different degrees of importance on our various identities and activities. Each person usually has multiple identities, each of which is more or less important than the others.One person may value creative expression and identify strongly with being an artist. That same person may identify her role as a professional to be more central to her overall identity. She would therefore describe herself first as a professional and second as an artist. For many women, this is a particularly challenging exercise. Often, women who establish themselves in a career and then stop to raise a family find themselves struggling between their role as a professional and their role as a mother. For these women, determining how to divide their time is absolutely essential to establishing their personal balance point and to feeling happy and confident about how they spend their time.As you go through the following exercise, be aware that a significant characteristic of values, especially our values around roles, is that they are constantly changing and evolving. At some points in your life you may identify more strongly with one role and then at a later point you may find yourself or imagine yourself connected to another. Circle or write down on a piece of paper the roles that you identify with and that are important to you now or that may be important sometime in your future.ChildMotherFatherGrandmotherGrandfatherWifeHusbandFriendTeacherStudentLeaderEmployerEmployeePartnerArtistProfessionalStepmotherStepfatherAuntUncleSisterBrotherCitizenDevout followerOf the roles you selected, which one do you identify with the most? Second most? Third? Fourth? Fifth? You can list roles relevant to your life right now or a combination of the roles you play now and the roles you hope to play in the future.1. ____________________________________________2. ____________________________________________3. ____________________________________________4. ____________________________________________5. ____________________________________________Becoming clear about what drives you, what you value, and how you prioritize those values is essential to creating your personal life design and learning how to operate from your balance point. Without crystal clear awareness of what truly matters to you, your path will be unclear, your foundation will not feel solid, and you will never experience the true balance and harmony that is possible for you.Once you take the time to think about the values discussed in this chapter and acknowledge how integral they are to your overall sense of happiness, you will probably want to change the way you live your life and get yourself back on track. You will see clearly what you need to change to begin operating from your own balance point. This clarity will enable you to feel more empowered to become the kind of person who can achieve any goal you set for yourself.Prioritizing Your ValuesYou need to be clear about your values if you want to live a happy life. You must also be clear about the priority in which you organize your values. Which value is most important to you? Which value is second most important to you? Which value is third, and so on? This order of priority largely determines the structure of your personal-ity—what you think and feel, what you say, and what you do—especially when you are forced to choose between one value and another.Imagine that you know two people, one person who values security above all else and another person who values opportunity or new experiences above all else. Here's the question: Would there be a difference between these two people in terms of their character and personality? Would the difference be small or large? The answer is that the difference would be enormous. The two people would be completely different from each other in their beliefs, expectations, attitudes, and behaviors.Two ExamplesImagine two men: one is a lawyer and the other is a salesman. The lawyer goes to work early in the morning and comes home late at night. He often has to work on projects during the weekend and has little extra time to spend with his two young sons. However, he loves his job and feels fully engaged at work. He feels proud of his accomplishments and knows that he is providing well for his family.The salesman travels extensively for work and is often away from home several days at a time. When he is home, he divides his time between his family and professional projects he is working on. He too places tremendous value on his ability to provide for his family.Both men highly value their careers, take pride in their achievements, and feel good about their accomplishments.You may think that because both of these men spend the majority of their time working, their lives are out of balance. But the reality is that these men both enjoy their work and highly value their ability to provide for their families. They are actually living their lives in alignment with their highest values and are therefore in balance.No two people operate from the same balance point. People are different and contribute in unique ways to society. No two are exactly the same.Learning to operate from your balance point requires that you stop comparing yourself to others and start to appreciate the differences that exist among people. What is right for you and what is right for someone else do not have to be the same. When you are clear about your own personal values and you decide to live by them, without compromise, you can feel calm and confident no matter what others do or say. You can then find and maintain your own balance point.ACTION EXERCISES1. Every day for a week, ask yourself, “What do I value the very most in life?” Your first answers to this question may be automatic but not necessarily accurate. Keep asking, and let your thoughts go where they lead you. You may be surprised at your final answer.2. Imagine that you could have two words inscribed on your tombstone to summarize the kind of person you became in your lifetime. What two virtues or qualities would you want inscribed after the words, “Here lies (you). He/She was (two qualities).”?Introduction: Too Much to Do, Too Little Time1. Determine Your Values and Start from the Right Place2. Discover What Holds You Back3. Create Your Vision and Be Powered by Clarity4. Contribute with Purpose5. Set and Achieve All Your Goals 6. Set Your Priorities and Simplify Your LifeConclusion: Four Ways to Energize Your Life
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Affiche du document Work Reimagined

Work Reimagined

Leider Richard J.

57min45

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77 pages. Temps de lecture estimé 58min.
DISCOVER WHAT YOU'RE HERE TO DOIt's the end of work as we know it. Career paths look nothing like they did in the days before phones got smart. We work more hours at more jobs for more years than ever before. So it's vital that we know how to find work that allows us to remain true to who we are in the deepest sense, work that connects us to something larger than ourselves—in short, our “calling.” We all have one, and bestselling authors Richard Leider and David Shapiro can help you uncover yours.Through a unique Calling Card exercise that features a guided exploration of fifty-two “natural preferences” (such as Advancing Ideas, Doing the Numbers, Building Relationships, and Performing Events), Leider and Shapiro give us a new way to uncover our gifts, passions, and values and find work that expresses them. Along the way, they mix in dozens of inspiring true stories about people who have found, or are in the process of finding, their own callings.Uncovering your calling enables you to experience fulfillment in all aspects and phases of your life. And here's the even better news: you'll never have to work again. When you choose to do what you are called to do, you're always doing what you want to do. Work Reimagined offers an enlightening, effective, and entertaining approach to discovering what you were born to do, no matter your age or stage of life.PREFACEReimagined LivesTime flies. You get up in the morning, do your thing all day long, and go to bed at night.Then you wake one day to find that more than two decades have passed—in barely a blink of an eye. Rip Van Winkle himself would be mightily impressed.The changes that have taken place over the last twenty years or so are staggering: technology that did not even exist in the final part of the twentieth century has come and gone; grey hairs that were only emerging then have achieved dominance and turned white. The external world and its internal counterpart are radically different from then to now as the river of time flows on incessantly.It is the end of work as we know it. Age-old models of working have broken down in the space of two decades; career paths look nothing like they did in the days before phones got smart.And yet, there are perennial concerns that have remained steadfast. Questions like “What was I born to do?” and “What is my calling?” continue to intrigue us. The ongoing search for answers and the processes by which we explore are as vital and consuming as ever.As coauthors and friends, we embarked on a journey together more than twenty years ago. Our first book, Repacking Your Bags: Lighten Your Load for the Good Life, represented the initial step in that journey. The central message of Repacking was that each of us needs to develop his or her own vision of the “good life”—which we defined as “living in the place you belong, with people you love, doing the right work, on purpose”—and having done so, must then “repack our bags” so that the only burdens we carry are those that really assist us in getting where we want to be.What we did not fully realize at the time was how much “repacking” would become a vital life skill—not only for us individually, but for us in the broader world of work and relationships as well.By examining our own lives and asking ourselves the question that started it all in Repacking: “Does all this make me happy?” we discovered, individually and together, that many of the choices we had made around place, work, relationships, and purpose were indeed contributing to our overall sense of well-being. But some of them needed to be reimagined and repacked. As a result, we have both made a number of significant changes in our lives—some external and others of a more introspective kind.Richard reconceptualized his vision of both his executive coaching practice and his work as a partner in Inventure—The Purpose Company so that he could focus more on writing and speaking. His deepening understanding of his own sense of purpose and direction has led him to write and collaborate on numerous books and articles, most recently, his coauthorship with Alan Webber of the AARP-supported book Life Reimagined.Dave gave up his career as a corporate consultant to earn a graduate degree in philosophy. For more than a decade now he has been a full-time college teacher, while continuing to pursue his passion for doing philosophy with elementary and middle school students, work that resulted in the publication of his most recent book, Plato Was Wrong! Footnotes on Doing Philosophy with Young People.In the more than twenty years since Repacking came out, we have each done a good deal of repacking ourselves. We have both moved several times; Richard remarried and has become fully initiated into the rites of grandparenthood; Dave became a father and has managed to pay off his student loans just in time for his daughter to start accruing hers. Our lives have continued to unfold and to present us with new opportunities for shaping our own visions of the good life.Through it all, we have carried on the discussion that led to Repacking. We have remained deeply intrigued by what it means to live a good life and what people really need to be happy. Our conversations on these issues have ranged far and wide; we have talked with each other, with colleagues and clients, with young children and older adults. To our initial surprise, the one component of the good life that has consistently come to the fore has been work. While we have seen that relationships, place, and purpose are essential to people's overall sense of satisfaction, we have rediscovered the degree to which people's feelings that they are—or are not—doing what they were “meant to do” impacts their overall life fulfillment.This reality, coupled with what we have learned by interviewing many people who are doing what they were meant to, led us in 2001, to write our second book together, Whistle While You Work: Heeding Your Life's Calling. Whereas Repacking was centered on an examination of all four components we considered necessary to the good life, Whistle focused on the challenge of discovering meaningful work.And now, drawing upon that work and informed by another decade and a half of questioning and reflection, we have come to this book, Work Reimagined: Uncover Your Calling. The central notion we explore here is the deep hunger people feel to find meaningful work, work that allows us to express our gifts, and connects us to something larger than ourselves in purposeful ways—in short, the phenomenon of “calling.”Uncovering our calling is what we have found best enables people to experience fulfillment in all phases of their lives. What may be most surprising is that if we can fully embrace our calling and consistently bring it to all that we do, then really for all intents and purposes, we never have to work again—at least insofar as we commonly identify work as something that is a chore, or which we only do to get paid. When we operate from a powerful sense of what we are called to do, then we are not, as the saying goes, simply making a living, we are making a life.Writing this book together has been another incredible opportunity to express our callings. Each of us, in conducting interviews, facilitating seminars, teaching classes, having discussions, and putting our thoughts on paper has had the great good fortune of using our gifts and expressing our passions in service to something we value deeply. It has been a joyous experience even when—perhaps especially when—we were working the hardest. We offer this book as a token of our gratitude for being able to experience the power of calling in our own lives.In order to live the life we imagine, we must continually reimagine it. In order to do work that makes such a life possible, we must regularly rediscover and reimagine our calling. Our ongoing conversations about calling have enriched our lives immeasurably and offer every promise of continuing to do so. We welcome you to participate in these conversations yourself and to experience the joy and fulfillment that follows from doing what you are called to do.Richard J. LeiderMinneapolis, MinnesotaDavid A. ShapiroSeattle, Washington
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Affiche du document Lead More, Control Less

Lead More, Control Less

Marvin R. Weisbord

1h05min15

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87 pages. Temps de lecture estimé 1h05min.
Unleash Commitment, Initiative, and InnovationIn their decades of leading groups all over the world, Marvin Weisbord and Sandra Janoff discovered they could get superior results by creating an unconventional approach to leadership. Leaders still need to get everyone aligned around the same goals. But to maximize energy, creativity, and productivity, they gain more by focusing on structure rather than behavior, enabling people to take responsibility and manage themselves. Lead More, Control Less describes eight essential skills for establishing a culture of autonomy and self-leadership. Using examples and case studies, Weisbord and Janoff describe how leaders can share responsibility, defuse group conflicts, show everyone the big picture, and more. With this approach, leaders truly gain more control by giving it up.LEADERSHIP SKILLControl Structure, Not PeopleLeading Organizations, Teams, Task Forces, and CommitteesESSENTIALSWith the right structures, people will learn more, teach one another, and exercise a level of control you cannot impose.Change the division of labor and you change everything.You overturn convention when you encourage people to use discretion in their work and to share information, coordination, and control of their work.In this chapter we suggest how you can start: control what's controllable.ERIC TRIST, A CREATOR OF “SOCIOTECHNICAL SYSTEMS,” went down into a South Yorkshire coal mine in the 1940s and came up “a changed man.” He had seen a mining system that engineers could not conceive. Enabled by a new roof-control technology, the miners and managers had formed self-managing work teams. Every miner learned multiple skills in place of narrow specialties. At a higher level of technology, the miners rediscovered the craftsmanship of their grandfathers. The mines with self-managing teams had higher output, less absenteeism, and fewer accidents than did traditional mines with tight supervision.Thousands of others have since learned from the miners' innovation. Much of what we call “dysfunctional behavior” happens in work structures that prevent people from using everything they know. You probably have heard of places where jobs are so narrowly defined that even robots would be bored. Restrictive work rules undermine productivity. Leaders who coordinate and control from above settle for mediocre outcomes. You will get better results structuring work so that people control themselves. You cannot improve fragmented systems by teaching people human relations skills. Think of structure as giving people tools, knowledge, and authority that reduce the need for outside experts and tight supervision.Unconventional? Yes. Effective? Proven repeatedly by others for decades and documented conclusively by Marvin Weisbord in Productive Workplaces: Dignity, Meaning, and Community in the 21st Century. The only question is whether you can do it. Studying your own behavior is the advanced course.Controlling What's ControllableWe know the power of this idea because since 1982 we have been refining our leadership methods in a strategic meeting we call Future Search. We, along with thousands of others, have learned to control structure, not people, in all manner of work. If, for example, you walked in on a Future Search planning meeting anywhere in the world, you might see a dozen to hundreds of people sitting in small groups. Each group has a stake in the meeting's outcomes. Each selects its own discussion leader, timekeeper, recorder, and reporter, as well as other roles it deems necessary. Participants explore all views, prepare reports, and commit to action. They draw on everyone's skills and experience. The chart pads could be in a language that neither you nor we understand. People are managing themselves. Most have never done anything like it before. We are not irrelevant to their success. We set up the structures they use to stretch themselves.We emphasize this to reinforce that most people are capable of self-control even when they do not know it. Setting up the right conditions, we believe, is a leader's central task—to increase the capability of the whole for responsible action. Here is the paradox: To self-organize, people need someone in authority to authorize them! That's you.Shift the division of labor, the locus of control, and the responsibility for coordination to the people doing the work; you will see individuals spontaneously focus, collaborate, and produce.“We treated people like production units…”by Praveen Madan, Chief Executive Officer Kepler's Books (San Francisco, California, USA)I am having to unlearn most of the education I got about managing people. In my master of business administration program, we treated people like production units to be controlled. Instead of hierarchy and control, we ought to be setting up the right structures so that people can work together.I am in the bookselling business. My advice to leaders is to know that much of the stuff in management and leadership books is flawed. I learned that the hard way.Example? I was once head of a high-intensity project involving eight people. We had seven weeks to deliver on a million-dollar strategy. Looking back 10 years later, I realize I was driving people like slaves. I was not paying attention to them. Just because I was working seven days a week, I expected everyone to do that. They had lives; they had families. We did six months of work in two months. But we paid the price. I did not intend to be a slave driver. I was just so intensely focused on a great end result that I didn't focus on the people who were working with me. I think that was a big mistake. We got a happy client and more follow-on work, but the price was too high. Several people got burned out, and they lost their trust in me.What is different for me now is that I realize I cannot implement by vision alone. I am still a work in progress. I needother people to be with me. I am dependent on them. So I try to set up the right structures to get a shared vision and shared responsibility. Every day I have to remind myself to serve the people who have chosen to be in this business with me. My job is to enable them to succeed in their work and live a balanced life. Otherwise in this (competitive) business I'm going to fail.Communicate PurposeA good practice for exercising control is starting each day with the question What do I need from others today? Keep your goals front and center. Let others figure out how to get there. Years ago Marv studied the leadership practices of 10 medical school deans. One always had a clean desk. Each day he worked from a single sheet of paper before him. At the top in big letters was his school's mission. Below in boldface was the priorities list. Under each priority was the name of the person in charge. On the paper he had noted any action step required that day. Finally, under his appointments, he wrote down what he would emphasize in each encounter. He controlled the whole enterprise from a single sheet of paper!Control TimeTime is your scarcest resource. Like Old Man River, it just keeps rolling. Some goals take hours, others days or months. Time is among the few things you should control whenever possible.There are a few others. For each priority, you are choreographing a dance in time with three other controllable variables: goal, people, and place. Satisfy yourself that you are getting the right people for the goal in a place that makes work easier and that you are allowing realistic time frames.Clarify What You Want Right NowBased on your role, let people know what you expect of them anytime you bring up your agenda.“We have to be clear about where we are…”by Josephine Rydberg-Dumont, Former Director IKEA (Helsingborg, Sweden)I have long experience leading projects. I was responsible for every phase—exploration, consolidation, decision, and execution. I consider it important that people be clear about where we are in the process—what we are doing right now. That is how I handle situations when people get anxious about deciding. Maybe we have to talk more about this. I point out that we are trying to get as many perspectives as possible, not debate their merits. People need to know that there will be a time to make choices and decisions. I expect people to ask if it is not clear to them. Otherwise it can be a very messy situation.Foster Healthy ConditionsThese may not seem like much. You can control working conditions most of the time. If you make that a given day after day, you will make a huge difference in morale and performance.Time Start and end on time. That takes discipline. It is also a simple way to make a huge difference in an organization's culture. If you wait for latecomers, you have handed over control to them. If you run over an expected end time, you stir up resentment unless you consult people first.Meeting spaces All significant changes proceed one meeting at a time. So choose meeting rooms with care. Life in the twenty-first century is stressful enough without working in windowless dungeons. They are bad for your mental and physical health. We have never heard anyone complain about meeting rooms with windows and daylight.We arrived at a conference center in Hawaii to find that a meeting arranger had closed the heavy drapes to “avoid distractions.” Opening the curtains, we gazed out of floor-to-ceiling windows at the great Pacific Ocean, whales spouting in the distance, palm trees swaying in the wind, breakers rolling to the beach. We assured our worrier that this spectacular view was a problem we could live with. The lightness of spirit you could feel in that room persisted long after people let go of the scenery and got down to business.Seating Chairs in rows direct conversation to the leader. Sitting in circles makes interaction easier. Years ago we had to remove tables from a room too small for 60 participants. The limitation proved a blessing. We found that groups of six or eight make better contact when they don't have tabletops between them. Comfortable chairs with wheels make it easy for them to configure themselves.Tip: The next time you find chairs set up in rows, ask people to put themselves in a circle. Note the impact on the meeting.Acoustics In rooms with bare walls and hard floors, sound bounces around like a ball on a squash court. Rooms with high ceilings may boom with echoes and people strain to hear. We like carpeted rooms with ceilings made to absorb sound. For large meetings we request cordless microphones that can be passed around like “talking sticks.” A good sound system may overcome unfortunate acoustics.Healthy snacks We advocate adding fresh fruit and nuts to the pastry table. We are not the sugar police, but we know that everyone works better fueled by protein.Accessibility Many places have laws requiring easily accessible rooms for people with disabilities. We suggest that you consider it essential that key spaces be accessible to all.Sustainability Meetings mean little if we destroy our shrinking planet. Our late colleague Ralph Copleman recommended many items you can control: reusable name tags, note and chart pads made from recycled paper, ceramic coffee mugs, and a recycling bin in the room.Cultural Norms Matter When Self-Control Is Your GoalBecome aware of cultural time norms. “Here we operate on XYZ time,” we have been told more than once. “It's normal for people to come late.” We would be foolish to pretend that we can undo local customs. We also know we cannot do three hours of work between 9 a.m. and lunch when half the people don't show up until 10.Ronald Lippitt, co-inventor of group dynamics, created the “raggedy start” for early arrivals. Give them a task to do on their own. Have them talk to one other about what they are working on, analyze information from the previous meeting, generate questions, or anything that adds value. Latecomers join conversations or start new ones. Continue together when you have reached critical mass.SUMMARYLeadership Skill 1: Control Structure, Not PeopleExercise maximal control in structuring teams, task forces, and committees. Be as clear as still water about goals. Above all, encourage self-organization, coordination, and control by those doing the work. During meetings control those few things people need to keep working on the task: goal focus, healthy conditions, respect for cultural norms, time boundaries, and self-managing. Insist that others share responsibility for time and output. Indeed, that is what accountability should mean.Using Leadership Skill 1Think of the next important meeting you will lead.Write down the goal. To what extent is it shared?Who is coming? Whom else do you need?Do you have the right room with good acoustics?Can you reach your goal in the time available?Do you seek a group decision?If that is not possible, are you prepared to act?What outcome do you want?Introduction: Self Control Is the Best ControlControl Structure, Not PeopleLet Everyone Be ResponsibleConsider Anxiety “Blocked Excitement”Avoid “Taking It Personally”Disrupt Fight or FlightInclude the Right PeopleExperience the “Whole Elephant”Surface Unspoken AgreementsEpilogue: What's Next for Leaders?Appendix A: Practicing Percept LanguageAppendix B: Leading in CyberspaceReferencesAcknowledgmentsIndexAbout the Authors
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Affiche du document A Crowdfunder's Strategy Guide

A Crowdfunder's Strategy Guide

Jamey Stegmaier

1h18min00

  • Economie
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104 pages. Temps de lecture estimé 1h18min.
More Than MoneyJamey Stegmaier knows crowdfunding. He's a veteran of seven successful Kickstarter campaigns (and counting) that have raised over $3.2 million, and he's the proprietor of the widely read Kickstarter Lessons blog. In this book he offers a comprehensive guide to crowdfunding, demonstrating that it can be a powerful way for entrepreneurs to grow their businesses by building community and putting their customers first.This book includes over forty stories of inspiring successes and sobering disasters. Stegmaier uses these examples to demonstrate how to (and how not to) prepare for a campaign, grow a fan base, structure a pitch, find new backers, and execute many other crucially important “nuts and bolts” elements of a successful crowdfunding project.But Stegmaier emphasizes that the benefits of crowdfunding are much more about the “crowd” than the “funding.” He shows that if you treat your backers as people, not pocketbooks—communicate regularly and transparently with them, ask their opinions, attend to their needs—they'll become advocates as well as funders, exponentially increasing your project's chances of succeeding.PREFACEThis book was supposed to be a young adult dystopian novel set in the year 2094.In March 2012, I was six months into the design and development of Viticulture, the game that would later become the cornerstone of my company, Stonemaier Games. I was burning out. The game was in a pretty good place, but it wasn't ready for Kickstarter, and I had neglected my other creative passion, writing, for a long time.I had also started to understand how big a commitment it is to design and publish a game, and I was worried that once I went down that path, it would be really difficult to accomplish my lifelong goal of writing a novel.I'd tried to write novels before. Two of them, specifically. I approached both as epic projects that would take years to complete. I got about halfway through both before I gave up. Other things took priority.However, I have writer friends who write multiple novels a year. Writer friends with kids. And jobs. And other passions.So in March 2012, I gave myself two months to write a novel from start to finish. It was my sole focus during that time, other than my day job, eating, and sleeping.The strategy actually worked! Two months after I started, I put the finishing touches on Wrinkle, a novel in which overpopulation results in a significant number of people electively traveling to the future.As you can see by this book's cover, you're not reading Wrinkle. But this book wouldn't exist without Wrinkle for several reasons: First, completing a novel after thirty-one years of not completing a novel felt like a full-body cleanse. (That's an assumption—I've never tried a full-body cleanse, unless you count Taco Bell.) I felt unburdened by that long-overdue personal goal, and I was free to go allin on my Kickstarter campaign for Viticulture. Without a successful campaign for Viticulture, it's likely that none of this—the games, the company, the blog, this book—would exist.Second, completing Wrinkle helped me realize that I was the only person or entity holding myself back from the joy of creating something new. That is the difference between an imaginative person and a creative person—a creative person actually creates things. Crossing that threshold prepared me for the creative process that goes hand in hand with being a crowdfunder.Third, after writing and revising Wrinkle in the summer of 2012, the novel came up in conversation with a literary agent I knew through some contacts in the publishing world. Jennifer Chen Tran read the manuscript, gave me some good feedback, and encouraged me to keep working on it.I stayed in touch with Jennifer over the next year, during which time I ran two successful Kickstarter campaigns and built a strong audience on my blog about crowdfunding.1 One day, she e-mailed me and asked, “Have you ever thought about writing a book about crowdfunding?”I had entertained the idea but hadn't seriously considered it. In terms of total content, I had already written a book—all of my blog entries up to that point could fill a large tome.Jennifer pointed out that the blog is pretty technical—it is mostly a step-by-step guide on how to create a successful crowdfunding project. It doesn't read as a cohesive whole. It doesn't tell a story.More important, she added, my blog reaches only those who happen to stumble on it. It's a limited audience, mostly tabletop game creators. “Think of the other people you could help by telling your story—and the stories of innovative crowdfunders—in a book,” Jennifer said. (I'm paraphrasing here—in reality, about twenty e-mail messages were needed before I fully grasped the concept.)She was right. The whole goal of the blog was to help other creators, and I was reaching only a very small subset at that point. So I started writing this book for all types of entrepreneurs who are intrigued by the idea of crowdfunding, particularly those who are open to the idea that creating something is less about them—the creators—and more about others—the backers, customers, fans, and supporters who share a passion for the thing the creators are trying to make.If you like this book, you can thank Jennifer Chen Tran and my readers for inspiring and encouraging me to create something for you. If you don't like it, you can blame its existence on the popularity of the YA dystopian genre.INTRODUCTIONI've run seven successful Kickstarter projects that together have raised more than a million dollars, and I've consulted on and backed countless others. The success of those campaigns has allowed me to run my board game publishing company, Stonemaier Games, full-time.Throughout this book I refer to Stonemaier Games in terms of “we” and “our,” since I'm not alone in this endeavor. I have a business partner (Alan Stone), an advisory board, hundreds of “ambassadors,” and thousands of backers (crowdfunding customers).I designed three of our games—Viticulture, Euphoria, and Tuscany—as well as a game accessory, the Treasure Chest, all four of which have a total of nearly fifty thousand copies in print. To put it in perspective, that's really good for a small publishing company that has been around for about two years and really bad for, say, Hasbro.I write a crowdfunding blog where I share my insights, mistakes, research, and observations to provide a detailed template for how other crowdfunders might, I hope, achieve success. When I refer to “the blog” in this book, I'm talking about the Kickstarter Lessons website, not my personal blog.1 That blog is mostly about my cats.The crowdfunding blog serves as a complement to this book, but the two are very different. The blog is a step-by-step guide to creating a crowdfunding project and running a campaign. I've been told that it contains an almost overwhelming amount of information. So for the readers of this book, I've condensed those 125 lessons down to 125 sentences (well, I tried to limit myself to one sentence per lesson), found in the Resources section of this book. They're not a replacement for the full entries, nor do they explain the logic behind the lessons, but if you trust me by the time you reach the end of this book, they're there for you to consider.A Crowdfunder's Strategy Guide is much more anecdotal than my blog. Whenever I read a book like this, I find myself skipping over the pedantic parts to get to the concrete, real-life examples. So I've tried to fill the book with stories, not lessons.Several projects I feature in this book fall into the category of “megaprojects.” These are projects that wildly overfunded. You can learn a lot from these projects, but it's important to remember that correlation does not equal causation, especially when comparing your project with these. Just because megaproject A launched on, say, July 8 and raised $10 million does not mean that if you also launch your project on July 8, you will raise $10 million, too.When you research megaprojects, dig under the surface a bit before drawing any conclusions. Read the project updates, poke around for a postmortem or lessons-learned post, look into past or future projects to see how their creators' methods changed over time, and so on. Megaprojects are often successful despite their flaws and deviations from best practices, and it's up to you to distinguish how they deviated and the resulting impact.The one common thread between the blog and this book is my belief that you will significantly increase your odds of crowdfunding success if you focus on building community, empathizing with supporters, and developing trust-based relationships. Whenever you're faced with a decision—big or small—simply ask yourself, “What's the right thing for my backers?”I will systematically prove to you in every chapter of this book that by putting your backers first and connecting with individual backers, you will be a better, happier, more successful creator.Even though the stories and lessons in this book will increase your odds of crowdfunding success, nothing is guaranteed. This is actually the great thing about crowdfunding: the crowd will vote with their dollars to tell you whether there is demand for whatever it is you're trying to create. If you put in the legwork and present your idea well, but it still doesn't successfully fund, that's a sign that the world isn't interested. And that's okay. It's a lot better to determine what the demand is before you invest thousands of dollars to make something.Last, it's important to note that a lot of the examples in this book are tabletop game projects. I run tabletop game projects and own a board game company, so it makes sense that I pay more attention to that category and hobnob with other tabletop game creators more than others. However, the vast majority of the examples I use can apply to any category, and I've made sure to include plenty of stories from other categories, not just to reach various types of creators, but also because these stories fascinate me. I've learned just as much from campaigns unrelated to games as I have from those that are.Now, my friends, it's time to make this book all about you.1. You Don't Need to Launch Today2. The Crowd Is the New Gatekeeper3. Crowdfunding Is the Rock Concert for Entrepreneurs4. I Made These Mistakes So You Don't Have To5. Make It about Them6. Backers Are Individuals, Not Numbers 7. How to Make Friends and Lose Money8. Go Small to Win Big9. Build a Better Community10. Don't Quit Your Day Job…Until You Quit Your Day Job11. You Are Your Own GatekeeperAppendix A: 125 Crowdfunding Lessons in 125 SentencesAppendix B: The One-Week Checklist
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Affiche du document The Genius of Opposites

The Genius of Opposites

Jennifer B. Kahnweiler

54min00

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72 pages. Temps de lecture estimé 54min.
Better TogetherFDR and Eleanor. Mick and Keith. Jobs and Woz. There are countless examples of introvert-extrovert partnerships who make brilliant products, create great works of art, and even change history together. But these partnerships don't just happen. They demand wise nurturing. The key, says bestselling author Jennifer Kahnweiler, is for opposites to stop emphasizing their differences and use approaches that focus them both on moving toward results. Kahnweiler's first-of-its-kind practical five-step process helps introverts and extroverts understand and appreciate each other's wiring, use conflicts to spur creativity, enrich their own skills by learning from the other, and see and act on things neither would have separately. Kahnweiler shows how to perform the delicate balancing act required to create a whole that is exponentially greater than the sum of its parts.Chapter 1Who Are These Unlikely Duos?One going up, one coming downBut we seem to land on common groundWhen things go wrong we make correctionsTo keep things moving in the right directionTry to fight it but I'm telling you, Jack,It's useless, opposites attract.—Oliver Leiber, Songwriter for Paula Abdul1What Are Genius Opposites?Genius opposites are partnerships made up of introverts and extroverts in all types of combinations. These include executives and admins, creatives and their collaborators, sales people and office support personnel, project managers and their sponsors, and more.These powerful teams have a unique chemistry and achieve outcomes they never could achieve alone. But they take work to succeed, and the magic rises from their differences. Although their styles are divergent, the results of their collaboration look like they came from a single mind. Their relationships are most successful when they stop focusing on their differences and use approaches that move them toward results.Be Sure You're Defining Introverts and Extroverts AccuratelyIntroverts get their energy from within, and extroverts get theirs from the outside world. Though many of us claim to fall somewhere in the middle on this energy scale, we do tend to lean one way or another.You can also behave more extroverted or introverted in a specific situation. For example, as an extrovert, you may be very comfortable at large holiday parties with strangers, but you may clam up with the finance team, with whom you have less confidence. Or as an introvert, you may speak powerfully in a prepared talk but be tongue-tied with your co-workers at lunch.The deal-breaker question of whether you are more of an introvert or extrovert is this: Do you need time to recharge after being with people? If the answer is a resounding yes!, then there is a good chance you are an introvert. But if it is just a medium yes, then you are likely more extroverted. While that distinction may not be especially scientific, it is practical.Beth Buelow is an expert on introverted entrepreneurs and author of The Introvert Entrepreneur.2 In complimenting an introvert/extrovert pair who made their business work as opposites, Beth said, “You are mastering being together together.”3 That mastery describes many of the partners you will meet in this book. In different ways, they are seeking to deliver results together. You will also read about the breakdowns that occur along the way between introverts and extroverts, and how to avoid them. Here are a few of the problems that can occur as a result of introvert/extrovert differences. Can you identify with any of these in either your work or personal life?Opposite Wiring Causes MisfiringThe people who drive us crazy often view the world through different lenses. In fact, those “lens” differences or traits that we at first find endearing often become the ones we can't stand. I loved my introverted husband Bill's quiet, calm demeanor when we were dating. A year later, I found those long pauses irritating. Why doesn't he answer when I ask a question? I thought. The truth was that Bill was responding in the same slow cadence as before, but the honeymoon was over and I was less accepting. He still expresses himself that way more than forty years later. Fortunately, learning about introvert/extrovert preferences helped me to reframe his long pauses and accept his need to think first before he spoke.In addition to differences in pace of speech, these natural differences can also lead to conflict between introverts and extroverts.Wiring Challenge #1: Being Alone Versus with PeopleIntroverts need and want to spend time alone. They prefer quiet, private spaces and like to handle projects individually, one on one, or in small groups. Extroverts have a hard time understanding that and often feel the need to intrude on that solitude. My husband Bill, in his humorous way, has a large “Do Not Disturb” sign on his door, as a fifteen-year-old boy might! Extroverts need a strong signal like that to know introverts mean business when they say they need alone time.Writer Jonathan Rauch explains, “Extroverts … assume that company, especially their own, is always welcome… . As often as I have tried to explain the matter to extroverts, I have never sensed that any of them really understood. They listen for a moment and then go back to barking and yipping.”4Extroverts thrive on being out among people, love meeting new ones and packing a lot into a day. The more activities the better it is. When extrovert Steve Cohn, a director of learning, is on the road, he likes to eat with his colleagues, to “hear sixteen conversations going on at the same time.” An introverted team member told him that at the end of the day, she had given everything she had while in the classroom and needed to recharge. She headed up to her room and that was it for the evening. Cohn was irritated at first, but changed his thinking when he thought about it. He explained, “I teach this stuff (communication skills), so I am understanding.”Until partners understand these differences, they may not be as understanding and resent team members who don't join in evening socializing. Being alone or being with people can create challenges in customer interactions as well. Introverts are challenged when they are thrust into gatherings designed for networking with strangers. Extroverts are frustrated when a customer or client squelches their rapport-building time by being uncommunicative or wanting to get to business.Wiring Challenge #2: Thinking It Through Versus Talking It OutIntroverts need space and time to process their thoughts. Even in casual conversations, they consider others' comments carefully. They stop and reflect before responding and know how to use the power of the pause to let everyone's words sink in. Extroverts are impatient while waiting for introverts to finish their thoughts. They also express frustration about having to ask questions in order to pull ideas from their introverted counterparts, especially when decisions must be made. They often are ready to move while their introvert partners are still pondering the options.Extroverts may not have fully formed their ideas, but are forming them aloud as they speak. Introverts find this tiring and become confused trying to follow an extrovert's running commentary. They may even think that the extrovert has changed his mind when he is expressing a new thought; actually, the thought was just percolating aloud. Consultant and author Emily Axelrod illustrates the point: “It used to frustrate Dick (her husband and business partner) when I would think out loud. Once, I ran to him and said, ‘Let's go to the movies. We can see this, this, this, or this!' He just looked at me. Suddenly, it dawned on me: it frustrated him when I would talk about all these things that we could do because he thought we had to do them all!”Wiring Challenge #3: Being Private Versus Being an Open BookIntroverts keep personal matters under wraps, sharing information with only a select few. Even then, they share it only after they know people well and feel a high level of comfort with them. Extroverts want to connect and warm up to people more quickly. They may perceive introverts as standoffish, aloof, and downright angry when first meeting them, especially when introverts don't quickly self-disclose. Introverts, on the other hand, find the questions and immediate best-friend camaraderie intrusive.That extroverts need to talk, talk, and talk to everyone often baffles the introvert. Author and leadership consultant Devora Zack tells introverts in her classes that extroverts say, “I can talk to anyone about anything.” She has watched those same introverts “stare with mouths dropped open, as if upon their first viewing of a UFO.”5Summary: Figure Out the WiringThe new model of work requires that we collaborate and understand how extroverts and introverts are wired differently. Not understanding how these different wires can cross can cause serious damage in being productive, satisfied, and ultimately in serving your customers.Your natural disposition toward or away from solitude, your preference for thinking or talking aloud and being private or an open book are all potential causes for disagreement. Though their styles are divergent and these unlikely duos take work to succeed, the magic rises from their differences. The results of their collaboration look like they came from a single mind.1. Who Are These Unlikely Duos?2. How to Mix Oil and Water—the Genius of Opposites Process and Quiz3. Accept the Alien4. Bring on the Battles5. Cast the Character6. Destroy the Dislike7. Each Can't Offer Everything8. Keep Your Eye on the Results
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Affiche du document Lean Startups for Social Change

Lean Startups for Social Change

Michel Gelobter

1h38min15

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131 pages. Temps de lecture estimé 1h38min.
For years, the lean startup has been revolutionizing both new and established businesses. In this eye-opening book, serial social entrepreneur Michel Gelobter shows how it can do the same for nonprofits.Traditionally, whether creating a new business or a new program, entrepreneurs in all sectors develop a plan, find money to fund it, and pursue it to its conclusion. The problem is, over time conditions can change drastically—but you're locked into your plan. The lean startup is all about agility and flexibility. Its mantra is “build, measure, learn”: create small experimental initiatives, quickly get real-world feedback on them, and use that data to expand what works and discard what doesn't. Using dozens of social sector examples, Gelobter walks you through the process. The standard approach wastes time and money. The lean startup will help your organization vastly increase the good it does.Foreword For over two decades, I worked in startups creating new products. When I retired and had to reflect on how new ventures were built, I realized that there was a more efficient way to use startup money, resources, and time. I developed a process called Customer Development and helped found a movement that embodied its core practices—The Lean Startup. This approach to innovation, along with business model design and agile development, are today transforming business as we have known it. With this book, Lean Startups for Social Change, Michel Gelobter brings this powerful toolkit to the social sector. The social sector has to keep up with, and in some cases outpace, changes in private markets to protect the noncommercial values and assets that form the bedrock of all we care about. This book covers the core practices of the Lean Startup—how experimentation should supplant detailed planning, the critical practice of listening to customers (or “targets” in social-sector speak), and agility—while showing how nonprofit and government organizations can embrace these processes.Innovation is vital to both the social sector and business, but the two do not operate, and therefore do not innovate, in the 2 Lean Startups for Social Change same way. Michel provides in-depth stories, examples, and tools to bridge these methods of innovation, relying on his years of experience in each of the relevant sectors—business, government, and nonprofit—to do so. Michel and I met through our shared interest in the environment. He moved from social entrepreneurship to software entrepreneurship in the mid-2000s and contacted me to help with his first company. I went in the other direction. After I retired I started serving on nonprofit boards as chairman of Audubon California and then as a public official on the California Coastal Commission. While I've helped accelerate innovation over the last three decades, I share with Michel a desire to repair the world we live in and to pass on to future generations a place with the same opportunities and beauty. We must all learn to innovate, to change, to preserve what we most care about. With this book, Michel has made an invaluable contribution to that task. Steve Blank Pescadero, California1. Introduction — Lean Startups and Social Change2. Defining the Lean Start-up for Social Change3. The Difference a Sector Makes: Lean Startups for Profit vs. for Social Change4. Discovery, Part 1: Best Guesses5. Discovery, Part 2: Get Ready, Get Set6. Discovery, Part 3: Get Out of the Building!7. Validation – The Path to Big8. Value AND Growth: Building the Lean Organization9. Conclusion
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Affiche du document Intelligent Disobedience

Intelligent Disobedience

Ira Chaleff

1h22min30

  • Sciences humaines et sociales
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110 pages. Temps de lecture estimé 1h22min.
They say the rules are made to be broken. But which rules? When should you break them? And how do you do it? Ira Chaleff explores when following orders does more harm than good and what to do about it.When It's Smart to Say NoNearly every week we read about a tragedy or scandal that could have been prevented if individuals had said no to ill-advised or illegitimate orders. In this timely book, Ira Chaleff explores when and how to disobey inappropriate orders, reduce unacceptable risk, and find better ways to achieve legitimate goals.The inspiration for the book, and its title, comes from the concept of intelligent disobedience used in guide dog training. Guide dogs must recognize and resist a command that would put their human and themselves at risk and identify safer options for achieving the goal. This is precisely what Chaleff helps humans do. Using both deeply disturbing and uplifting examples, as well as critical but largely forgotten research, he shows how to create a culture where, rather than “just following orders,” people hold themselves accountable to do the right thing, always.Preface: How I learned about Intelligent DisobedienceForeword by Phil Zimbardo, Creator of the Stanford Prison ExperimentIntroduction: Creating Cultures that do the Right ThingChapter One: The Pressure to Obey – What Would You Do?Chapter Two: Obedience and Disobedience – When is Which Right?Chapter Three: Breaking the Habit – It Takes More Than You ThinkChapter Four: Finding Your Voice – Saying “No” So You Are HeardChapter Five: Understanding the True Risks of Saying “Yes”Chapter Six: The Dynamics of Authority and Obedience Chapter Seven: Changing the DynamicsChapter Eight: The Crucial Lessons from Guide Dog TrainingChapter Nine: The Price of Teaching Obedience Too Well Chapter Ten: Teaching Intelligent Disobedience: Where Do The Lessons Begin?Chapter Eleven: Doing Right at Work: Saving Lives and Accomplishing Missions Conclusion: Personal Accountability and Cultures That Honor Doing RightAppendix: The Courageous Follower: A Model for Creating Powerful PartnershipsNotesAcknowledgmentsAbout the Author
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Affiche du document When Corporations Rule the World

When Corporations Rule the World

David C. Korten

4h06min45

  • Economie
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329 pages. Temps de lecture estimé 4h7min.
The twentieth-anniversary edition of the book that helped launch the anticorporate movement examines how much corporate control has grown and the new challenges for those who work for a more economically equitable society.Our Choice: Democracy or Corporate Rule A handful of corporations and financial institutions command an ever-greater concentration of economic and political power in an assault against markets, democracy, and life. It's a “suicide economy,” says David Korten, that destroys the very foundations of its own existence. The bestselling 1995 edition of When Corporations Rule the World helped launch a global resistance against corporate domination. In this twentieth-anniversary edition, Korten shares insights from his personal experience as a participant in the growing movement for a New Economy. A new introduction documents the further concentration of wealth and corporate power since 1995 and explores why our institutions resolutely resist even modest reform. A new conclusion chapter outlines high-leverage opportunities for breakthrough change.Prologue: In Search of a Deeper Truth Chapter 1. Our Story Problem Chapter 2. Our Quest to Know Chapter 3. A Brief History of Story Politics Chapter 4. Living Universe Chapter 5. Children of a Living Earth Chapter 6. Making a Living Chapter 7. Enslaved by Corporate Robots Chapter 8. Economics for a Living Household Chapter 9. A Living Economy for a Living Earth Chapter 10. Own the Story, Own the Future
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Affiche du document Hidden Strengths

Hidden Strengths

Thuy Sindell

40min30

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54 pages. Temps de lecture estimé 40min.
Books like StrengthsFinder 2.0 have helped leaders discover their strengths—but tend to stop there. Thuy and Milo Sindell argue that focusing only on our best abilities neglects a vital development opportunity. Inside every leader are “middle skills,” hidden strengths that can be turned into full strengths with attention and focus.Build a Foundation for Continual GrowthIn today's turbulent world you need to continually develop new skills to remain agile and adaptive—otherwise, your strengths will become crutches. But contrary to what many people believe, the best way to develop new skills isn't working on your weaknesses—it's identifying and elevating the underdeveloped abilities that lie between your weaknesses and your strengths. Books like StrengthsFinder 2.0 have helped leaders build on what they're best at—but they stop there. If you only go that far you're missing a huge opportunity for professional growth. Leading Silicon Valley consultants Thuy and Milo Sindell argue that relying exclusively on your top abilities can actually hold you back—it's critical that you expand your repertoire of skills. The most effective way to do that is find your hidden strengths—midlevel skills that can quickly be elevated into learned strengths with attention and focus. This book shows you how.Too many people waste their time working on their weaknesses, say the Sindells. Although focusing on shoring up weaknesses on the surface makes sense, they've found that it takes too much time and effort—the ROI just isn't there. The neglected skills in the middle, neither strengths nor weaknesses, are where the most potent development opportunities lie. They're close enough to being strengths that putting your energy there can offer a fast and powerful payoff. Us the Sindells' free online Hidden Strengths Assessment, along with the exercises and case studies in the book, you'll be able to identify your most promising hidden strengths and create a plan to turn them into major assets. In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. You can't keep leaning on the things you're naturally good at or your strengths will become training wheels. But with the Sindells' help, you'll continually develop new skills that will keep you riding at the front of the pack. IntroductionPart 1: About Hidden StrengthsChapter 1: What are Hidden Strengths?Why Hidden Strengths?The Risk of Focusing on Weaknesses The Risk of Over-Relying on StrengthsThe Reward of Focusing on Hidden StrengthsChapter 2: The Four Principles of Hidden StrengthsPrinciple #1: Leverage your Traits, Develop your SkillsLeverage your traitsDevelop your skillsPrinciple #2: The Middle is the Source for DevelopmentPrinciple #3: Practice, Practice, PracticePrinciple #4: Always be working on your Hidden StrengthsPart 2: Uncovering the Goldmine of OpportunityChapter 3: Identifying your Natural Strengths, Hidden Strengths, and WeaknessesThe Twenty-Eight SkillsLeading SelfLeading OthersLeading The OrganizationLeading ImplementationChapter 4: Reviewing Your ResultsYour Hidden Strengths Report Part 3: Harnessing Your PotentialChapter 5: Making Your Hidden Strengths Work for YouHidden Strengths Development Plan:Step 1: Find Your MotivationStep 2: Identify Your GoalsStep 3: Choose Your Hidden Strengths to DevelopStep 4: Turn Your Hidden Strengths into Learned StrengthsStep 5: Evaluate ProgressChapter 6: Leading Your EvolutionSustainabilityThe Never-Ending AdventureShare the Love ResourcesI. : The 28 Skills and Why They Matter Leading SelfLeading OthersLeading The OrganizationLeading ImplementationII. Hidden Strengths Development WorksheetEndnotesAbout the AuthorIndex
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Affiche du document Chess Not Checkers

Chess Not Checkers

Miller Mark

48min00

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64 pages. Temps de lecture estimé 48min.
The ever-increasing complexity we face requires a new way to think and work. To effectively lead an organization, bestselling author Mark Miller says, you have to play chess, not checkers. He shows how this mentality enables you to marshal all your available resources, including every employee, to strategically address challenges and opportunities.As organizations grow in volume and complexity, the demands on leadership change. The same old moves won't cut it any more. In Chess Not Checkers, Mark Miller tells the story of Blake Brown, newly appointed CEO of a company troubled by poor performance and low morale. Nothing Blake learned from his previous roles seems to help him deal with the issues he now faces. The problem, his new mentor points out, is Blake is playing the wrong game.The early days of an organization are like checkers: a quickly played game with mostly interchangeable pieces. Everybody, the leader included, does a little bit of everything; the pace is frenetic. But as the organization expands, you can't just keep jumping from activity to activity. You have to think strategically, plan ahead, and leverage every employee's specific talents—that's chess. Leaders who continue to play checkers when the name of the game is chess lose. On his journey, Blake learns four essential strategies from the game of chess that transform his leadership and his organization. The result: unprecedented performance!Introduction1. The Decision2. Harder Than It Looks3. Something Has to Change4. A Different Game5. Game On!6. Start Here7. Place Your Bet8. What's Important?9. Who Cares?10. It's Your Move11. Game Plan12. What's Next?Epilogue
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Affiche du document Refire! Don't Retire

Refire! Don't Retire

Ken Blanchard

1h00min00

  • Efficacité professionnelle
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80 pages. Temps de lecture estimé 1h00min.
Bestselling author Ken Blanchard and leading psychologist Morton Shaevitz offer advice, based on both research and personal experience, for infusing the second half of your life with passion, energy, and excitement.Refire! Don't Retire asks readers the all-important question: as you look at the years ahead, what can you do to make them satisfying and meaningful? Ken Blanchard and Morton Shaevitz point out that some people see their later years as a time to endure rather than as an exciting opportunity. Both research and common sense confirm that people who embrace these years with energy and gusto—rather than withdrawing and waiting for things to happen—consistently make the rest of their lives the best of their lives.In the trademark Ken Blanchard style, the authors tell the compelling story of Larry and Janice Sparks, who discover how to see each day as an opportunity to enhance their relationships, stimulate their minds, revitalize their bodies, and grow spiritually. As they learn to be open to new experiences, Larry and Janice rekindle passion in every area of their lives. Readers will find humor, practical information, and profound wisdom in Refire! Don't Retire. Best of all, they will be inspired to make all the years ahead truly worth living. Introduction by Ken Blanchard and Morton Shaevitz 1 – A Wake Up Call2 – A Visit with Dr. JeffreyThe First Key: Refiring Emotionally3 – Love Is the Key4 – Building Relationships5 – Nothing OrdinaryThe Second Key: Refiring Intellectually6 – Mental Stimulation and ChallengeThe Third Key: Refiring Physically7 – A Moment of Truth8 – Dealing with SetbacksThe Fourth Key: Refiring Spiritually9 – The Big Picture10 – Another Perspective11 – The Refiring Gang12 – Sharing the ExperienceAcknowledgmentsAbout the Authors
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Affiche du document You, Unstuck

You, Unstuck

Seth Adam Smith

24min00

  • Développement personnel
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32 pages. Temps de lecture estimé 24min.
With his trademark wit and warmth, global superstar blogger Seth Adam Smith inspires readers to take ownership of their lives and turn their backs on the idea that they are ever helpless victims of circumstance.All of us feel trapped, stuck, or unable to move forward in life at some point. What is it that's holding us back? According to Seth Adam Smith, it's who, not what. Ultimately, the greatest obstacle to achieving your full potential is you. But you are also the solution to your greatest problem.This book combats a destructive mind-set that we all sometimes fall into: I can't change. I am the victim of my circumstances, and I am confined by my personal limitations. This philosophy, though intangible, destroys more dreams and limits more lives than any actual, physical obstacle. To show us how to overcome this philosophy of fear, Smith draws on literature, history, and his personal experiences with chronic depression, as well as on encounters with remarkable “ordinary” people who've embraced a different philosophy: the belief that we possess the power to lift ourselves out of the abyss and into the light.Smith inspires us to see that no matter how dire our circumstances may be, there is always a positive step you can take, however small it might be. He doesn't sugarcoat the difficulties or offer promises of overnight success. But he does promise that if you continue to see yourself as a victim you'll remain frozen and fearful. We may not be able to control what happens to us, but we can always control how we react. Table of ContentsPart 1: Stuck1. By the Beating of Our Own Wings2. Focus on What You Can Do3. Can't Vs. Can4. The Leningrad Symphony5. Transforming a Curse Into a BlessingPart 2: UnstuckGuides(i) A Guide for Past Mistakes(ii) A Guide for Physical Limitations(iii) A Guide for Economic Limitations(iv) A Guide for Educational Limitations(v) A Guide for Mental and Emotional StrugglesLiberationAcknowledgmentsNotes
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Affiche du document The Idea-Driven Organization

The Idea-Driven Organization

Alan G. Robinson

1h23min15

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111 pages. Temps de lecture estimé 1h23min.
In their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a “nice-to-have” but rather the very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line.Too many organizations are overlooking, or even suppressing, their single most powerful source of growth and innovation. And it's right under their noses. The frontline employees who interact directly with your customers, make your products, and provide your services have unparalleled insights into where problems exist and what improvements and new offerings would have the most impact.In this follow-up to their bestseller Ideas Are Free, Alan G. Robinson and Dean M. Schroeder show how to align every part of an organization around generating and implementing employee ideas and offer dozens of examples of what a tremendous competitive advantage this can offer. Their advice will enable leaders to build organizations capable of implementing 20, 50, or even 100 ideas per employee per year. Citing organizations from around the world, they explain what's needed to put together a management team that can lead the type of organization that embraces grassroots ideas and describe the strategies, policies, and practices that enable them. They detail exactly how high-performing idea processes work and how to design one for your organization. There's constant pressure today to do more with less. But cutting wages and benefits and pushing people to work harder with fewer resources can go only so far. Ironically, the best solution resides with the very people who have been bearing the brunt of these measures. With Robinson and Schroeder's advice, you can unleash a constant stream of great ideas that will strengthen every facet of your organization. PREFACE: CHAPTER 1: the Power in front-line ideasThe Clarion-Stockholm HotelThe Impact of Front-Line Ideas: The 80/20 PrincipleCreating an Idea-Driven OrganizationWhy Are Idea-Driven Organizations So Rare?Realigning the Organization for IdeasEffective Idea ProcessesGetting More and Better IdeasIdea Systems and InnovativenessCHAPTER 2: A DIFFERENT KIND OF LEADERSHIPWhy Leaders Are Often Blind to Front-line IdeasFighting BackKey PointsCHAPTER 3: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: STRATEGY, STRUCTURE AND GOALSStrategy and Goal AlignmentStructuring For IdeasKey PointsCHAPTER 4: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: MANAGEMENT SYSTEMSBudgeting and Resourcing the Idea ProcessAligning Policies and RulesAligning Processes and ProceduresAligning Evaluation and Reward SystemsConclusionKey PointsCHAPTER 5: HOW EFFECTIVE IDEA PROCESSES WORKThe Kaizen Teian ProcessTeam-Based ProcessesFacilitationEscalationThe Electronic Suggestion Box TrapKey PointsCHAPTER 6: IMPLEMENTing A HIGH-PERFORMING IDEA SYSTEMStep 1. Ensure The Leadership Understands That A High-Performing Idea System Is A Long-Term Initiative To Create Significant Strategic CapabilitiesStep 2. Form and train the team that will design and implement the systemStep 3. Assess the organization from an idea-management perspectiveStep 4. Design the idea systemStep 5. Start correcting misalignmentsStep 6. Conduct a pilot testStep 7. Assess the pilot results, make adjustments, and prepare for the launchStep 8. Roll out the system organization-wideStep 9. Continue to improve the system.Key PointsCHAPTER 7: HOW TO GET MORE AND BETTER IDEASProblem-FindingCreating a Problem-Sensitive OrganizationKey PointsCHAPTER 8: FRONT-LINE IDEAS AND INNOVATIONInnovations Often Need Front-Line Ideas to WorkFront-line Ideas Create Capabilities That Enable InnovationsFront-line Ideas Can Transform Routine Innovations into Major BreakthroughsFront-Line Ideas Can Open Up New Opportunities for InnovationSetting Up an Idea System Removes Many of the Barriers to InnovationBringing It All TogetherConclusionKey PointsNotesAcknowledgmentsIndexAbout the Authors
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Affiche du document Making Sustainability Work

Making Sustainability Work

Marc J. Epstein

3h00min45

  • Economie
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241 pages. Temps de lecture estimé 3h1min.
Most companies today have some commitment to corporate social responsibility, but implementing these initiatives can be particularly challenging. While a lot has been written on ethical and strategic factors, there is still a dearth of information on the practical nuts and bolts. And whereas with most other organizational initiatives the sole objective is improved financial performance, sustainability broadens the focus to include social and environmental performance, which is much more difficult to measure.Now updated throughout with new examples and new research, this is a complete guide to implementing and measuring the effectiveness of sustainability initiatives. It draws on Marc Epstein's and new coauthor Adriana Rejc Buhovac's solid academic foundation and extensive consulting work and includes best practices from dozens of companies in Europe, Asia, North America, South America, Australia, and Africa. This is the ultimate how-to guide for corporate leaders, strategists, academics, sustainability consultants, and anyone else with an interest in actually putting sustainability ideas into practice and making sure they accomplish their goals.List of cases, figures, and tables Foreword from the First Edition--John Elkington, SustainAbility Herman B Dutch Leonard, Harvard Business SchoolPreface Introduction: Improving sustainability and financial performance in global corporationsWhy it's importantManaging corporate sustainabilityThe Corporate Sustainability Model Background to this bookMaking sustainability work: an overview of the revised book And finally 1--A new framework for implementing corporate sustainability What is sustainability?Identify your stakeholders Be accountableCorporate Sustainability Model Summary 2--Leadership, organizational culture, and strategy for corporate sustainability Board commitment to sustainabilityCEO commitment to sustainabilityLeadership and global climate changeThe role of the corporate mission and vision statementsThe role of organizational culture Developing a corporate sustainability strategyThinking globally Voluntary standards and codes of conductWorking with government regulations Social investors and sustainability indices Summary 3--Organizing for sustainability The challenge for global corporations Involve the whole organization Information flow and a seat at the table Outsourcing Philanthropy and collaboration with NGOs Summary 4--Costing, capital investments, and the integration of sustainability risksThe capital investment decision process Capital budgeting in small and medium enterprises Costs in the decision-making process Costing systems Risk assessment Summary 5--Performance measurement, evaluation, and reward systems Performance measurement and evaluation systemsIncentives and rewardsStrategic performance measurement systems Shareholder value analysisSummary 6--The foundations for measuring social, environmental, and economic impacts The concept of value Methodologies for measuring social, environmental, and economic impacts Methodologies for measuring sustainability and political risksSummary 7--Implementing a social, environmental, and economic impact measurement system Mapping the actions that drive performance Sustainability performance metricsEngage with your stakeholders Measuring reputationMeasuring riskMeasuring social, environmental, and economic impacts Summary 8--Improving corporate processes, products, and projects for corporate sustainabilityOrganizational learning: the new battleground? Improving sustainability performanceReducing social, environmental, and economic impacts Involve the supply chainInternal reportingSummary 9--External sustainability reporting and verification Standards for sustainability reportingIndustry guidance on sustainability reporting Let everyone know how you're doingExternal disclosure of sustainability performance measuresVerifying sustainability performance and reporting Internal sustainability auditsExternal sustainability auditsSummary 10--The benefits of sustainability for corporations and society Make sustainability workUse the Corporate Sustainability Model to improve performance Create opportunities for innovation A last wordEndnotesBibliography Index
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Affiche du document It's the Way You Say It

It's the Way You Say It

Carol A. Fleming

1h24min45

  • Marketing et communication
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113 pages. Temps de lecture estimé 1h25min.
NEW EDITION, REVISED AND UPDATEDSpeak Your Mind Effectively!The best, most direct way to convey your intelligence, expertise, professionalism, and personality to other people is through talking to them. But most people have no idea what they sound like. And even if they do, they don't think they can change it. It's the Way You Say It is a thorough, nuts-and-bolts guide to becoming aware and taking control of how you communicate with others. Dr. Carol Fleming provides detailed advice and scores of exercises for Understanding how others hear you Dealing with specific speech problems Varying your vocal patterns to make your speech more dynamic Using grammar and vocabulary to increase your clarity and impact Reinforcing your message with nonverbal cues Conquering stage frightAn entire section of the book focuses on communication issues in the workplace-interviews, presentations, voice mail, and more. Dr. Fleming puts a human face on her advice through vivid before-and-after stories of forty men and women who came to her for help. IntroductionAs you communicate with people, they come to know you both as an individual and as a professional. The only way that people can sense your intelligence and professionalism is through the effectiveness of your communication: what they hear you say, the attitude that they perceive, and the very sound of your voice.Professional communication is important to people in every line of work. While your expertise and skills are, of course, essential, it is your personal verbal communication that transmits your expertise and confidence to other people. While many books out there on communication will tell you what to say, few address how to say it, and even fewer will help you learn how to work specifically with your speech and your voice.I've been working with people on refining the sound of their voices for over thirty years. As a speech and language pathologist, I use the education and skills developed for the clinic and apply them to the more subtle needs of the business and professional world. While others may offer public speaking training, speech therapy, or theater skills, I take a holistic approach, helping people address any concerns they may have about the impression they make by the way they communicate both verbally and nonverbally. The reason this approach succeeds is that body, words, and voice must ideally communicate the same thing at the same time for the speaker to come across as professional, trustworthy, and appealing.I've found that virtually everyone has some aspect of their speech about which they feel insecure or on which others have commented. People come into my office feeling nervous, and they always ask, Can I really change my voice? The answer I offer them is, You absolutely can-with instruction and practice. In this book, I've laid out all the most common communication complaints I've seen, along with the exercises that I've used successfully with thousands of clients over the years.This is not as simple or as straightforward as it appears since we have a unique relationship with the sound of our own voice. We are the sound of our voice. Our speaking is our personality. Our internal thoughts and feelings are communicated to the rest of the world with our voice. You draw much of your understanding of other people from just the sound of their voice. Even though you may be more or less conscious of this process, the vocal information is being processed at a level that is deeply visceral and emotional. So you've got to figure that people are processing your voice in the same way.I'd recommend that you go through Chapter 1 of this book first. It starts you on an assessment of specific problems or concerns. A more detailed analysis is possible using the approach presented in the Appendix. The results of your efforts will help you choose the issues you wish to address. Chapter 2 is a series of self-contained chapters on specific vocal challenges, and each includes effective vocal exercises tailored to that problem. Once you've addressed all the specific vocal problems, you'll be ready to move on to the rest of the book. Chapter 3 covers voice enhancement techniques that will help you refine your voice into one that people will want to listen to. Chapter 4 covers what to say with that newly refined voice of yours, and Chapter 5 will help you pair your verbal communications with appropriate and persuasive body language. Finally, Chapter 6 goes into how to adjust your communications for specific professional circumstances, including job interviews and presentations.While every chapter in this book is self-contained, some readers may find that they'd like to hear examples of specific problems. My CD, The Sound of Your Voice, is available if you'd like to refer to that additional resource.You might start looking for a recording device for your speech and voice work because listening to instructions, examples, and your own efforts is usually an important part of speech and voice change. In addition, you will need to be able to record, pause, play, and replay. Your recorder should have a counter so you know where you are. You want as high a quality as you can manage so you can hear yourself accurately.Many of you might want to use miniature digital recorders for our work. If you are working on speech or voice, these devices may not be adequate. However, if the quality of sound is not an issue, such as when recording a passage for speed control, the smaller digital recorders might be useful.There are action steps in virtually every chapter, because you will change your speaking by practicing a new behavior until it replaces the old, unwanted one. The qualities of perseverance and patience will be important to you.One of my clients, a young woman from New Zealand, managed a credible American accent after only two lessons. Another client was a young, beginning newscaster. He brought me videotapes of his first assignments, and we both agreed they were embarrassing. We analyzed them for clarity and professionalism and made a makeover plan. In one week, he was a different person: mature, composed, and television-ready. I saw him on the newscast just last night. These two people were highly motivated. When you are completely committed to change, you will have the motive and strength to ignore distractions and maintain the practice schedule required for behavior change. I've never had one client regret the work that it took to achieve a new, more effective vocal communication style.Some people have painful memories of failed attempts at self-improvement. From what I've been able to observe they have greatly underestimated the necessity of focused and sustained effort. They make a few gestures toward their goal, don't see immediate results, and conclude, It doesn't work! It does, too!! We know that there is nothing more important than deliberate practice in behavioral development. The word deliberate means that you must be mindful of the improvement you are trying to make. Your attention must be completely involved in learning. Your motivation will help you focus completely on your task. If you need any evidence on the efficacy of deliberate practice, take a look at Malcolm Gladwell's Outliers: The Story of Success. For those of you who want to examine the research that led up to the famous ten-thousand-hour formula, I have included the Ericssen reference in the Citations section. Do not think that you can practice successfully while the television is on, or while you are doing anything else. The roots of our communication patterns are too deeply embedded in our brains for superficial efforts to have any effect. I have seen the lives of business and professional people become increasingly pressed and pressured. They do not have the time to work on their speaking; they must make the time.I usually ask people to practice at least three or four times a day for six- to twelve-minute practice periods. People frequently imagine that they are going to put in a good solid hour of practice right after dinner. They fool themselves. They will be tired and distracted at that time. An hour is too long for the kind of concentration it requires. But frequent, short practice periods work very well for the adult learner. You must find the schedule that allows you to devote your complete attention to your speech work. As much as you would like to use the apparent downtime of driving to practice, I urge you to resist the opportunity. Driving is far too dangerous an activity to complicate with speech learning.Try to make it fun, and give yourself a reward for each day you complete your full practice time. Give the new learning a chance to become easy and habitual. If you've got the motivation for deliberate practice, you will get good results for your efforts.One last tip before we get started: Any new behavior, speech or otherwise, will feel strange (wrong, weird, or phony). What feels fine is how you've always done it. What feels alarmingly strange will probably sound quite good. I promise, over time, the new habit will become the one that feels most comfortable. Remind yourself that this improvement will help you get to where you want to be in your career and in your life in general. It's good to ask a few trusted friends to listen to you and offer you regular feedback, but make sure everyone knows that virtually everyone who tries a new communication pattern does so in a stilted, overly correct manner because they're speaking self-consciously. This will smooth out, I promise. We are aiming for easy, natural-sounding speech, and that will come in time with deliberate practice.Understand that you are setting your foot on a path that will have the greatest impact on your life and will be worth extraordinary commitment. The great Henry James had this to say about your journey:All life therefore comes back to the question of our speech, the medium through which we communicate with each other; for all life comes back to the question of our relations with each other the way we say a thing, or fail to say it, fail to learn to say it, has an importance in life that is impossible to overstate-a far-reaching importance, as the very hinge of the relation of man to man.Preface to the Second EditionIntroductionChapter 1--Assessing Your VoiceChapter 2--Resolving Specific Problems Fast Talkers Loud Talkers Soft Talkers Raspy Talkers High Talkers Indecisive Talkers Staccato Talkers Breathy Talkers Fading TalkersChapter 3--Developing a Dynamic VoiceExpressing Vocal Variety Getting Emphatic Developing the Resonant VoiceGetting It Pitch PerfectChapter 4--Becoming Well-SpokenUsing the Simple Declarative SentenceWords Fail Me! Speaking Your Mind Effectively Offering a Gracious Response I Wanna Be Articulate!Chapter 5--Unifying Your Verbal and Nonverbal Messages Carrying Yourself with ConfidenceHow You Look When You Talk Making Eye ContactShowing Your Interest Becoming Approachable Short Person, Big MessageChapter 6--Let's Talk Business!Making an Impressive Self-Introduction The Intelligent Interview Leave Me Voice Mail, and Let Me Tell You How Getting Your Point Across Smooth Small Talk Speaking in Front of People You Plus PowerPoint ResourcesHearing Yourself as Others Hear You Completing a Vocal Self-Evaluation Getting External Feedback on Your CommunicationCommunication Evaluation Acknowledgments Notes A Note about the Author's Other Publications Index About the Author
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