8benchmarking relative to competition becomes a very key factor in the context of

heightened uncertainty.

*"The future ain't what it used to be.

*Being more dynamic does not necessarily mean doing things more often. It means
doing things at the right time. It is as simple and as difficult as that.

*behavioural descriptive interviewing process...keep asking how, why until the

candidate doesnt answer.

*roles in meeting
le Responsibilities
Leader

Clarifies meeting’s purpose, objectives, constraints, and scope of authority

May or may not facilitate the meeting

Takes responsibility for follow-up

Facilitator

Guides the group through the phases of the meeting

May be responsible for pre- and post-meeting logistics

Scribe

Captures the key points, ideas, and decisions resulting from the meeting, ideally
on a flip chart or whiteboard

May draft the minutes or post-meeting notes

Contributor

Participates actively by offering ideas and helping to keep the discussion on track

Expert

Contributes expert knowledge on particular issues as requested

If not a regular member of the team, may not participate in other aspects of the
meeting

Timekeeper

Tracks time spent on each agenda item

Moves discussion to next agenda item if needed to keep meeting on track

Your roles

As a meeting leader, you might fill numerous roles during a meeting to address
challenges that can arise.

Role What you do

Gatekeeper Ensure that the agenda is followed, that everyone who wants to speak
gets the opportunity to do so, and that no one dominates.
Devil’s advocate Challenge a consensus that may be emerging prematurely, without
sufficient thought.
Consensus builder Spot and highlight areas of agreement among members.
Cheerleader Give genuine praise to participants where it is due.
Joker Relieve tension and remind members of common bonds.

mindmaps: writing like an app and creating something innovative

boredom sparks creativity
mvp minimum viable product

common information effect. Now this happens when diverse experts come together to
make a decision, and they all bring different pieces of the puzzle.
What happens, inexplicably in a way, is that they end up spending all their time
talking about the common information, that little bit of information that everybody
knew on the way in, rather than sharing their unique bits of information.

Every crisis has a recovery window—a period of time when fast action can minimize
the damage.

The U.S. Navy Seals, a special forces unit, use a technique called “Box breathing”
to calm down and think rationally in difficult situations.
To box breathe, imagine using your breath to trace a square. With each four-count
inhale and four-count exhale, picture tracing the sides of your imaginary square.
If you do this for several minutes, you’ll calm your fight-or-flight response, and
boost activity in the thinking regions of your brain. You’ll then see smarter
options for how to proceed.

So communicate frequently, regularly, in the same medium. Put together brutal

honesty and credible hope every time you speak to a group. And remember that in
whatever medium you're communicating, you have to show up in service to your
mission.

Look for solutions, don’t just offer sympathy.

Thinking of your career in terms of a lattice rather than a ladder gives you
greater flexibility to explore job options.

Don’t call only when you need help: make plans to meet at conferences, get together
for coffee, and acknowledge events such as birthdays.

A personal board of directors is a group of six to eight people you consult to

guide your career choices. Turn to them for feedback when you’re faced with
opportunities, challenges, or critical career decisions.
Without a concerted effort to continually refresh and renew your skills, you run
the risk of falling behind

Another way to increase your on-the-job learning opportunities is through job

crafting.
In job crafting, you alter your job to better achieve a personal or professional
objective. For instance, people use job crafting to adjust their work/life balance,
to minimize boredom, or to improve their overall job satisfaction.

Remember, a setback is an excellent opportunity to reconsider what kind of work is

most meaningful to you.

Product Price Place Promotion ffor marketing

Good collaboration is often the difference between groups that excel versus those
that only accomplish the minimum.

Small talk is a big driver of connectedness and collaboration in teams.

Few common methods for team decision making:

Majority rule

Members provide input, discuss the decision, then vote. They adopt the choice that
receives more than 50 percent of the votes.

Pro: It’s a quick way to make a decision.

Con: It may not lead to an optimal solution and can leave the minority
dissatisfied.

Consensus

Every member must agree to adopt a decision. If consensus is impossible, new

alternatives are developed and evaluated.

Pro: It can help everyone feel heard.

Con: It can be time-consuming and even lead to stalemate.

Expert choice

The individual or individuals with the most relevant experience and skills make the
call for the group.

Pro: It allows for quality and precision.

Con: It may leave the rest of the group feeling less committed or that they haven’t
been heard.

Leader with input

The team leader gathers input from members and uses it to make a final decision.

Pro: It makes one person accountable for the choice.

Con: It may reflect that individual’s blind spots and biases.

In the “messy middle” of a transition, give people choice, purpose, and a “bridge”
between the past and the future.

Values aren’t meant to be wall decorations; they’re meant to be lived.

When you lead with your values, you instill trust in your leadership.

leaders are judged on relationships, not results?

emotional intelligence is the ability to:

Understand and manage your own emotions
Cultivate positive relationships with others

How else can you show curiosity and empathy?

Express interest, not judgment
Validate someone else’s feelings
Model kindness

to build trust
Authenticity: People experience the real you.
Logic: People know your reasoning and judgment are sound.
Empathy: People believe you care about them and their success.

affinity bias:People instinctively trust people they think are like them and
distrust those they perceive to be different.
confirmation bias:People focus on information that supports their initial judgments
or instincts and ignore contradictory evidence

ask these questions first to know the values

What do we pride ourselves on?
What are our non-negotiables?
How can we best represent the organization’s mission?
What values are important to us?
Where do we need clearer standards and agreements?
How do our values align with and support the organization’s values?

Promoting diversity is simply the right thing to do.

Why? It affirms the dignity of all people—thus honoring their humanity and
enhancing their well-being. This applies not just to an organization’s employees,
but also to customers, suppliers, and the communities in which an organization
operates.

Microaggressions are comments or actions that unconsciously and unintentionally

express a prejudiced attitude toward a minority group member
Gaslighting
Deliberate undermining of someone’s sense of sanity and well-being through
psychological manipulation and the repeated insistence that the target’s
recollections and perceptions of reality are incorrect or heavily flawed

The simplest definition of change is “to make or become different.”

Privilege (n): An unearned, sustained advantage that comes from race, gender,
sexuality, ability, socioeconomic status, age, and other factors.

Managers who lead inclusively demonstrate two other powerful characteristics:

Empathy
The ability to understand what someone else is experiencing
Compassion
Sympathetic concern for others' suffering or misfortunes

Linear vs. Adaptive Project Management

Blue linear boxes pointing to the next box.
Red linear boxes point to the next box, but pointing backward if needed.

Lead change
As a manager, you’ll often find yourself needing to lead change efforts aimed at
supporting your organization’s goals or improving your team’s performance. But
change is hard.
Your networks are potent change leadership tools—especially when you consider which
network “shape” might best support the type of change you’re leading (for example,
“cohesive” or “bridging”), and each of these shapes can lend itself to leading
specific kinds of change efforts. While this isn’t a hard-and-fast rule, thinking
about network shapes can help you work out the best ways to use your networks for
change initiatives you’re leading–for example, to help adjust your communication
approach, or manage any resistance.

For example:

Network shape
Cohesive: You’re connected to people who are connected to one another.
Consider for this type of change
Nondivergent: Builds on existing norms, values, and practices
Example: A corporate travel department adds several new policies and procedures to
its existing expense management system.
Why
A high degree of social cohesion can reinforce mutual trust and support. This can
encourage members to trust your intentions, so change efforts may proceed quickly
and smoothly.
Information can be corroborated through multiple channels.
Communication and coordination between network members tends to come easily. Any
skeptics may be pressured by others in the network to cooperate with the change.

Network shape
Bridging: You’re connected to people who aren’t connected to one another.
Consider for this type of change
Divergent: Disrupts existing norms, values, and practices
Example: A retail organizaion restructures its operations to support a major
strategic shift from in-store to online sales.
Why
You might serve as a bridge between disparate individuals and groups. Unconnected
resistors could be less likely to form coalitions against the change.
You may get access to novel information and knowledge.
You’re more likely to be able to control what, when, and how you communicate with
other network members.
You can vary the timing and framing of messages about the change for different
audiences, tailoring your communication to their priorities.

roles to play to lead change

Communicator
Share the message clearly and concisely.
Advocate
Make the case for change and the benefits it will bring.
Coach
Guide your team through the change process.
Troubleshooter
Listen to and address your team’s concerns.

diversity
If you’re not sure how to respond, apply “the 4 Ds”:
Discern
Determine how much of an investment you want to make in addressing the situation,
depending on the importance of the issue and how you want to be perceived.
Disarm
If you plan to confront the person, craft a strategy for disarming them—such as
explaining that the conversation might get uncomfortable for them but that what
they’ve said or done was uncomfortable for you.
Defy
Develop questions to prompt the perpetrator to clarify their statement or action,
such as, “What did you mean by the comment you made?”
Decide
Remind yourself that you control what the incident will mean for your life and your
work. Determine which course of action would most likely enable you to maintain joy
in your life.

Ethics is based on morals—personal values that help individuals determine right and
wrong.

Workplace ethics is how a person applies morals to professional situations.

We can’t truly process two tasks at once, but we get addicted to feeling that we
can. People who multitask more actually become worse at it—they make more errors
than those who multitask infrequently!
In sum, long hours and frenetic activity do not make us productive.

How we spend our days is, of course, how we spend our lives.”

Email Etiquette 101

Be clear

Send a separate email for each topic. That makes it easier for recipients to
respond and file or delete the message.

Use the subject line to make a clear statement or specific request. This helps your
message stand out in a recipient's crowded inbox.

Put the most important content at the beginning. Recipients don't always scroll
down to the end.

Be efficient

Make your email brief, focused, and specific. Deliver the most information in the
least space.

Keep paragraphs no longer than three or four lines. Attach files if you need to
send something longer or you need to use headings, bullets, tables, graphics, and
other formats.

Don’t overdo or underdo copying. Copy only people who have a need to stay in the
know. But do copy everyone who needs the information.

Be professional

Never write email when your emotions are out of control. Anger and sarcasm often
come across more strongly in text than they would in a face-to-face communication.
An email is a permanent record that can come back to haunt you.

Avoid using all capital letters. That looks like you're shouting.
Avoid using inappropriate humor.

Always review your message before pressing Send. Think "AAAA”: Be sure your message
contains (1) the correct address, (2) the correct attached files, (3) a suitable
attitude and tone, and (4) a statement of the action you want the recipient to
take.

“For good ideas and true innovation, you need human interaction, conflict,
argument, debate."
—Margaret Heffernan, entrepreneur, CEO, and writer

how did i fight for diversity: Fight and install creche