Category: Organization Psychology

How To Intervene When a Manager Is Gaslighting Their Employees

Summary

Gaslighting is a form of psychological abuse where an individual tries to gain power and control over you by instilling self-doubt. Allowing managers who continue to gaslight to thrive in your company will only drive good employees away. Leadership training is only part of the solution — leaders must act and hold the managers who report to them accountable when they see gaslighting in action. The author presents five things leaders can do when they suspect their managers are gaslighting employees.

“We missed you at the leadership team meeting,” our executive vice president messaged me. “Your manager shared an excellent proposal. He said you weren’t available to present. Look forward to connecting soon.”

In our last one-on-one meeting, my manager had enthusiastically said that I, of course, should present the proposal I had labored over for weeks. I double-checked my inbox and texts for my requests to have that meeting invite sent to me. He had never responded. He went on to present the proposal without me.

Excluding me from meetings, keeping me off the list for company leadership programs, and telling me I was on track for a promotion — all while speaking negatively about my performance to his peers and senior leadership — were all red flags in my relationship with this manager. The gaslighting continued and intensified until the day I finally resigned.

Gaslighting is a form of psychological abuse where an individual tries to gain power and control over you. They will lie to you and intentionally set you up to fail. They will say and do things and later deny they ever happened. They will undermine you, manipulate you, and convince you that you are the problem. As in my case, at work, the “they” is often a manager who will abuse their position of power to gaslight their employees.

Organizations of all sizes are racing to develop their leaders, spending over $370 billion a year globally on leadership training. Yet research shows that almost 30% of bosses are toxic. Leadership training is only part of the solution — we need leaders to act and hold the managers who report to them accountable when they see gaslighting in action. Here are five things leaders can do when they suspect their managers are gaslighting employees.

Believe employees when they share what’s happening.

The point of gaslighting is to instill self-doubt, so when an employee has the courage to come forward to share their experiences, leaders must start by actively listening and believing them. The employee may be coming to you because they feel safe with you. Their manager might be skilled at managing up, presenting themselves as an inclusive leader while verbally abusing employees. Or they may be coming to you because they feel they’ve exhausted all other options.

Do not minimize, deny, or invalidate what they tell you. Thank them for trusting you enough to share their experiences. Ask them how you can support them moving forward.

Be on the lookout for signs of gaslighting.

“When high performers become quiet and disinterested and are then labeled as low performers, we as leaders of our organizations must understand why,” says Lan Phan, founder and CEO of community of SEVEN, who coaches executives in her curated core community groups. “Being gaslighted by their manager can be a key driver of why someone’s performance is suddenly declining. Over time, gaslighting will slowly erode their sense of confidence and self-worth.”

As a leader, while you won’t always be present to witness gaslighting occurring on your team, you can still look for signs. If an employee has shared their experiences, you can be on high alert to catch subtle signals. Watch for patterns of gaslighting occurring during conversations, in written communication, and activities outside of work hours.

Here are some potential warning signs: A manager who is gaslighting may exclude their employees from meetings. They may deny them opportunities to present their own work. They may exclude them from networking opportunities, work events, and leadership and development programs. They may gossip or joke about them. Finally, they may create a negative narrative of their performance, seeding it with their peers and senior leaders in private and public forums.

Intervene in the moments that matter.

“Intervening in those moments when gaslighting occurs is critical,” says Dee C. Marshall, CEO of Diverse & Engaged LLC, who advises Fortune 100 companies on diversity, equity, and inclusion strategies. “As a leader, you can use your position of power to destabilize the manager who is gaslighting. By doing so, you signal to the gaslighter that you are watching and aware of their actions, and putting them on notice.”

If you see that a manager has excluded one of their employees from a meeting, make sure to invite them and be clear that you extended the invitation. If a manager is creating a negative narrative of an employee’s performance in talent planning sessions, speak up in the moment and ask them for evidence-based examples. Enlist the help of others who have examples of their strong performance. Document what you’re observing on behalf of the employee who is the target of gaslighting.

Isolate the manager who is gaslighting.

If this manager is gaslighting now, this likely isn’t their first time. Enlist the help of human resources and have them review the manager’s team’s attrition rates and exit interview data. Support the employee who is experiencing gaslighting when they share their experiences with HR, including providing your own documentation.

In smaller, more nimble organizations, restructuring happens often and is necessary to scale and respond to the market. Use restructuring as an opportunity to isolate the manager by decreasing their span of control and ultimately making them an individual contributor with no oversight of employees. Ensure that their performance review reflects the themes you and others have documented (and make any feedback from others anonymous). The manager may eventually leave on their own as their responsibilities decrease and their span of control is minimized. In parallel, work with human resources to develop an exit plan for the manager.

Assist employees in finding a new opportunity.

In the meantime, help the targeted employee find a new opportunity. Start with using your social and political capital to endorse them for opportunities on other teams. In my case, the manager gaslighting me had a significant span of control, and my options to leave his team were limited. He blocked me from leaving to go work for other managers when I applied for internal roles. I didn’t have any leaders who could advocate for me and move me to another team. I was ultimately forced to leave the company.

In some cases, even if you can find an internal opportunity for the employee, they won’t stay. They will take an external opportunity to have a fresh start and heal from the gaslighting they experienced from their manager. Stay in touch and be open to rehiring them when the timing is right for them. If you rehire them in the future, make sure that this time they work for a manager who will not only nurture and develop their careers, but one who will treat them with the kindness they deserve.

During the “Great Resignation,” people have had the time and space to think about what’s important to them. Allowing managers who continue to gaslight to thrive in your company will only drive your employees away. They’ll choose to work for organizations that not only value their contributions, but that also respect them as individuals.

By: Mita Mallick

Mita Mallick is the head of inclusion, equity, and impact at Carta. She is a columnist for SWAAY and her writing has been published in Harvard Business Review, The New York Post, and Business Insider.

Source: How to Intervene When a Manager Is Gaslighting Their Employees

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High Turnover? Here Are 3 Things CEOs Do That Sabotage Their Workplace Culture

She has one too many deadlines to deal with

Every CEO wants long-standing employees, but their ineffective leadership causes organizational stress that cripples the workplace culture. Quite often, we read articles or hear of CEOs abusing their power and tarnishing their company’s reputation.

This is due to them neglecting feedback from their team and making decisions based solely on their own judgement. Not only does this erode trust, but it sets a standard that employee and leadership voices are not welcome.

When employees are taken care of, they go above and beyond to drive the company forward. Conversely, when they don’t feel valued, appreciated or kept in the loop, employees quickly become disengaged. The cost of a disengaged employee impacts more than the bottom line.

It decreases productivity, creates negative client experiences and destroys the company culture, to name a few. According to a Gallup survey, the State of the American Workplace 2021, 80% of workers are not fully engaged or are actively disengaged at work.

While CEOs claim to embody a people-first and feedback-driven culture, they believe, due to their position, that they know better than everyone else. Todd Ramlin, manager of Cable Compare, said, “if a person is fortunate to have the opportunity to be a CEO, they need to ask themselves if they can live by the company values, expectations, rules and processes that are in place.” They can’t pick and choose which rules and processes to abide by, yet punish others when they do the same. Doing so cultivates a toxic workplace and demonstrates poor leadership.

Here are three things CEOs do that sabotage their workplace culture.

Embraces Data, Dodges Emotions

The workplace is made up of a diverse group of experiences and perspectives. CEOs who lack the emotional intelligence to understand another person’s viewpoint or situation will find themselves losing their most valuable people. Sabine Saadeh, financial trading and asset management expert, said, “companies that are only data driven and don’t care about the well-being of their employees will not sustain in today’s global economy.”

Businessolver’s 2021 State Of Workplace Empathy report, revealed that “68% of CEOs fear that they’ll be less respected if they show empathy in the workplace.” CEOs who fail to lead with empathy will find themselves with a revolving door of leadership team members and employees. I once had a CEO tell me that he didn’t want emotions present in his business because it created a distraction from the data. His motto was, “if it’s not data, it’s worthless”.

As such, he disregarded feedback of employee dissatisfaction and burnout. Yet, he couldn’t understand why the average tenure of his employees very rarely surpassed one year. Willie Greer, founder of The Product Analyst, asserted, “data is trash if you’re replacing workers because you care more about data than your people.”

Micromanages Their Leadership Team

One of the ways a CEO sabotages a company’s culture is by micromanaging their leadership team. Consequently, this leads to leadership having to micromanage their own team to satisfy the CEOs unrealistic expectations. When leadership feels disempowered to make decisions, they either pursue another opportunity or check out due to not being motivated to achieve company goals.

As such, the executives who were hired to bring change aren’t able to live up to their full potential. Moreover, they’re unable to make the impact they desired due to the CEOs lack of trust in them. Employees undoubtedly feel the stress of their leadership team as it reverberates across the company.

Arun Grewal, founder and Editor-in-chief at Coffee Breaking Pr0, said, most CEOs are specialists in one area or another, which can make them very particular. However, if they want to drive their company forward they need to trust in the experts they hired rather than trying to make all of the company’s decisions.

At one point during my career, I reported to a CEO who never allowed me to fully take over my department. Although he praised me for my HR expertise during the interview, once hired, I quickly realized he still wanted full control over my department. Despite not having HR experience, he disregarded everything I brought to the table to help his company.

I soon began questioning my own abilities. No matter how hard I tried to shield my team from the stress I endured, the CEO would reach out to them directly to micromanage their every move. This left our entire department feeling drained, demoralized and demotivated. Sara Bernier, founder of Born for Pets, said, “CEOs who meddle in the smallest of tasks chip away at the fundamentals of their own company because everything has to run through them”. She added, “this eliminates the employee’s ownership of their own work because all tasks are micromanaged by the CEO.”

Neglects Valuable Employee Feedback

Instead of seeking feedback from their leadership team or employees, CEOs avoid it altogether. Eropa Stein, founder and CEO of Hyre, said, “making mistakes and getting negative feedback from your team is a normal part of leading a company, no matter how long you’ve been in business.”

She went on, “as a leader, it’s important to put your ego aside and listen to feedback that will help your business grow. If everyone agrees with you all the time, you’re creating a cult mentality that’ll be detrimental to your business’ success in the long run.” This results in a toxic and unproductive workplace culture.

What’s worse than avoiding constructive feedback is receiving it and disregarding it entirely. Neglecting valuable feedback constructs a company culture where no individual feels safe voicing their concerns. Rather than silence those who give negative feedback, CEOs should embrace them. These are the individuals who are bringing issues forward to turn them into strengths in an effort to create a stronger company.

Follow me on Twitter or LinkedIn. Check out my website.
Heidi Lynne Kurter

Heidi Lynne Kurter

I’m a Leadership Coach & Workplace Culture Consultant at Heidi Lynne Consulting helping individuals and organizations gain the confidence to become better leaders for themselves and their teams. As a consultant, I deliver and implement strategies to develop current talent and create impactful and engaging employee experiences. Companies hire me to to speak, coach, consult and train their teams and organizations of all sizes. I’ve gained a breadth of knowledge working internationally in Europe, America and Asia. I use my global expertise to provide virtual and in-person consulting and leadership coaching to the students at Babson College, Ivy League students and my global network. I’m a black belt in Six Sigma, former Society of Human Resources (SHRM) President and domestic violence mentor. Learn more at http://www.heidilynneco.com or get in touch at Heidi@heidilynneco.com.

Source: High Turnover? Here Are 3 Things CEOs Do That Sabotage Their Workplace Culture

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Critics:

Organizational culture refers to culture in any type of organization including that of schools, universities, not-for-profit groups, government agencies, or business entities. In business, terms such as corporate culture and company culture are often used to refer to a similar concept.

The term corporate culture became widely known in the business world in the late 1980s and early 1990s. Corporate culture was already used by managers, sociologists, and organizational theorists by the beginning of the 80s. The related idea of organizational climate emerged in the 1960s and 70s, and the terms are now somewhat overlapping,as climate is one aspect of culture that focuses primarily on the behaviors encouraged by the organization

If organizational culture is seen as something that characterizes an organization, it can be manipulated and altered depending on leadership and members. Culture as root metaphor sees the organization as its culture, created through communication and symbols, or competing metaphors. Culture is basic, with personal experience producing a variety of perspectives.

Most of the criticism comes from the writers in critical management studies who for example express skepticism about the functionalist and unitarist views about culture that are put forward by mainstream management writers. They stress the ways in which these cultural assumptions can stifle dissent towards management and reproduce propaganda and ideology. They suggest that organizations do not encompass a single culture, and cultural engineering may not reflect the interests of all stakeholders within an organization.

References

  • Schein, E. H. (1990). Organizational culture. American Psychologist, 45, 109–119. doi:10.1037/0003-066X.45.2.109
  • Compare: Hatch, Mary Jo; Cunliffe, Ann L. (2013) [1997]. “A history of organizational culture in organization theory”. Organization Theory: Modern, Symbolic and Postmodern Perspectives (2 ed.). Oxford: Oxford University Press. p. 161. ISBN 9780199640379. OCLC 809554483. Retrieved 7 June 2020. With the publication of his book The Changing Culture of a Factory in 1952, British sociologist Elliott Jaques became the first organization theorist to describe an organizational culture.
  • Jaques, Elliott (1951). The changing culture of a factory. Tavistock Institute of Human Relations. [London]: Tavistock Publications. p. 251. ISBN 978-0415264426. OCLC 300631.
  • Compare: Kummerow, Elizabeth (12 September 2013). Organisational culture : concept, context, and measurement. Kirby, Neil.; Ying, Lee Xin. New Jersey. p. 13. ISBN 9789812837837. OCLC 868980134. Jacques [sic], a Canadian psychoanalyst and organisational psychologist, made a major contribution […] with his detailed study of Glacier Metals, a medium-sized British manufacturing company.
  • Ravasi, D.; Schultz, M. (2006). “Responding to organizational identity threats: Exploring the role of organizational culture”. Academy of Management Journal. 49 (3): 433–458. CiteSeerX 10.1.1.472.2754. doi:10.5465/amj.2006.21794663.
  • Schein, Edgar H. (2004). Organizational culture and leadership (3rd ed.). San Francisco: Jossey-Bass. pp. 26–33. ISBN 0787968455. OCLC 54407721.
  • Schrodt, P (2002). “The relationship between organizational identification and organizational culture: Employee perceptions of culture and identification in a retail sales organization”. Communication Studies. 53 (2): 189–202. doi:10.1080/10510970209388584. S2CID 143645350.
  • Schein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass. pp. 9.
  • Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000
  • Kotter, J. P.; Heskett, James L. (1992). Corporate Culture and Performance. New York: The Free Press. ISBN 978-0-02-918467-7.
  • Selart, Marcus; Schei, Vidar (2011): “Organizational Culture”. In: Mark A. Runco and Steven R. Pritzker (eds.): Encyclopedia of Creativity, 2nd edition, vol. 2. San Diego: Academic Press, pp. 193–196.
  • Compare: Flamholtz, Eric G.; Randle, Yvonne (2011). Corporate Culture: The Ultimate Strategic Asset. Stanford Business Books. Stanford, California: Stanford University Press. p. 6. ISBN 9780804777544. Retrieved 2018-10-25. […] in a very real sense, corporate culture can be thought of as a company’s ‘personality’.
  • Compare: Flamholtz, Eric; Randle, Yvonne (2014). “13: Implications of organizational Life Cycles for Corporate Culture and Climate”. In Schneider, Benjamin; Barbera, Karen M. (eds.). The Oxford Handbook of Organizational Climate and Culture. Oxford Library of psychology. Oxford: Oxford University Press. p. 247. ISBN 9780199860715. Retrieved 2018-10-25. The essence of corporate culture, then, is the values, beliefs, and norms or behavioral practices that emerge in an organization. In this sense, organizational culture is the personality of the organization.
  • Compare: Flamholtz, Eric; Randle, Yvonne (2014). “13: Implications of organizational Life Cycles for Corporate Culture and Climate”. In Schneider, Benjamin; Barbera, Karen M. (eds.). The Oxford Handbook of Organizational Climate and Culture. Oxford Library of psychology. Oxford: Oxford University Press. p. 247. ISBN 9780199860715. Retrieved 2018-10-25. The essence of corporate culture, then, is the values, beliefs, and norms or behavioral practices that emerge in an organization.
  • Jaques, Elliott (1998). Requisite organization : a total system for effective managerial organization and managerial leadership for the 21st century (Rev. 2nd ed.). Arlington, VA: Cason Hall. ISBN 978-1886436039. OCLC 36162684.
  • Jaques, Elliott (2017). “Leadership and Organizational Values”. Requisite Organization: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century (2 ed.). Routledge. ISBN 9781351551311. Retrieved 7 June 2020.
  • “Culture is everything,” said Lou Gerstner, the CEO who pulled IBM from near ruin in the 1990s.”, Culture Clash: When Corporate Culture Fights Strategy, It Can Cost You Archived 2011-11-10 at the Wayback Machine, knowmgmt, Arizona State University, March 30, 2011
  • Unlike many expressions that emerge in business jargon, the term spread to newspapers and magazines. Few usage experts object to the term. Over 80 percent of usage experts accept the sentence The new management style is a reversal of GE’s traditional corporate culture, in which virtually everything the company does is measured in some form and filed away somewhere.”, The American Heritage® Dictionary of the English Language, Fourth Edition copyright ©2000 by Houghton Mifflin Company. Updated in 2009. Published by Houghton Mifflin Company.
  • One of the first to point to the importance of culture for organizational analysis and the intersection of culture theory and organization theory is Linda Smircich in her article Concepts of Culture and Organizational Analysis in 1983. See Smircich, Linda (1983). “Concepts of Culture and Organizational Analysis”. Administrative Science Quarterly. 28 (3): 339–358. doi:10.2307/2392246. hdl:10983/26094. JSTOR 2392246.
  • “The term “Corporate Culture” is fast losing the academic ring it once had among U.S. manager. Sociologists and anthropologists popularized the word “culture” in its technical sense, which describes overall behavior patterns in groups. But corporate managers, untrained in sociology jargon, found it difficult to use the term unselfconsciously.” in Phillip Farish, Career Talk: Corporate Culture, Hispanic Engineer, issue 1, year 1, 1982
  • Halpin, A. W., & Croft, D. B. (1963). The organizational climate of schools. Chicago: Midwest Administration Center of the University of Chicago.
  • Fred C. Lunenburg, Allan C. Ornstein, Educational Administration: Concepts and Practices, Cengage Learning, 2011, pp. 67
  • “What Is Organizational Climate?”. paulspector.com. Retrieved 2021-05-01.

Anxiety In Product Development

Last year I stumbled across an article about anxiety in men. It highlighted how it can surface in atypical symptoms such as anger. I learned to recognise and work on my own anxiety. It also lead me to recognise anxiety in others. Soon I realised this does not only affect other people but also organisations and processes. Let me introduce you to anxiety driven development.

We already have fear driven development

Fear and anxiety produce similar responses. Fear is based on a concrete threat. Whereas anxiety is fuzzier and more vague. Fear driven development is graspable which makes it easier to talk about it.

As an engineer it could look like this: You’re afraid of pushing your code because you could break the build. Or you shy away of touching a method because you fear shipping a bug.

If you are a product manager you might try to squeeze that extra feature into a release because you fear that you won’t be able to close a new customer otherwise.

Patterns of anxiety in product development

But anxiety runs deeper than this. Anxiety becomes more of an underlying current. Here are the most common anxiety driven development patterns I have observed,

Play not to lose

Your product is driven by the fear of losing. Losing market share, customers or ratings. You are driven to keep up with whatever the competition does. So you go out of your way to get every feature built that your competitors ship.

As a product manager you might push a feature request to the top of the backlog with every release announcements of your competitors. You can even call that agile because you’re adapting to change quickly, right? Unfortunately what you’re doing is destabilising your development flow and hinder the long term success of your product. You will always be at least one step behind, always trying to close the gap. This will choke all innovation because who has time to take additional risks when you’re barely keeping pace?

Play to win

Play to win instead. The treatment for this form of anxiety is to develop a strong unique selling proposition (USP). If you can differentiate yourself from your competition you will not be reeled into the fruitless thought pattern of playing not to lose. Do not try to differentiate yourself by price alone. This is a very weak USP, just waiting for the next competitor to undercut you, speeding up the race to the bottom. Also it creates almost no customer loyality.

All that glitters is not gold

If you’re anxious your business is falling behind but you can’t quite pinpoint why you will act in a continued state of emergency. You will chase quick wins. This might calm the the anxiety for a moment but it won’t last long. It’s possible to make a team stay late or rally the whole company behind you for an initiative. Once. But the more often you cry wolf the less likely it is you get the desired response. If your body is being continuously flooded with stress hormones it will render it incapable of responding to stressful situations adequately. The same goes for your organisation.

If you push your team every quarter to add a last minute feature for the opportunity of a featuring in a prominent partner store your team will anticipate this and instead already create buffers beforehand. The emergency response will create a fatigue which will appear in the form of demotivation, inflated estimates and non-commitment. All of this hurts the true output, fuelling your anxiety even more.

Steering the ship

To break out of such a vicious circle practice saying no. Take a step back and craft an inspiring, authentic vision. Let this vision influence an actionable strategy. You can then break your strategy down into a rolling wave plan with more details of the near future. This gives you clarity on the current work while not losing the bigger picture. Ultimately you will be less swayed to jump onto every potential quick win.

Permit A 38

Anxiety can make you feel out of control. What’s a natural response to this? You try everything to regain control. But that perceived control can in truth be an overly bureaucratic process which slows down your product development, once again feeding your anxiety.

How could that look like? You might be creating or working on tickets that resemble a full-blown requirements sheet, specified to the very last detail. At the same time every idea has to go through various stages of approval (until it’s rejected). This is extremely damaging for motivation.

Cutting the red tape

To get out of such anxiety driven behaviours you need trust. Trust your own market research and strategy. And most of all trust your team. Empower the team to be the experts to achieve the product’s vision and let them self organise.

Awareness is the first step

Anxiety is widespread and on the rise, not just during a pandemic. It would be naive to believe that this does not also affect your workplace. Anxiety driven product development is hard to crack because it sustains itself. Take a step back and reflect on what you’re doing to break out of this Catch-22. Once you recognise your destructive behaviours it is much easier to change them.

Other articles:

  1. What’s wrong with traditional product ownership – Part 1 of 3
  2. Good intentions make bad roadmaps
  3. 5 steps to craft a vision for an established team
  4. Crafting a lean roadmap

By: andre.schweighofer

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Philip VanDusen

The number of people afflicted with anxiety has been steadily growing in recent years. For solo entrepreneurs, freelancers, creative professionals and consultants who work for themselves the negative affects of anxiety can be particularly acute. Here are some effective methods for reducing these emotional and psychological strains that can help you feel happier, more fulfilled and successful in your work and your business. _______________________ This video is targeted to my channel’s audience of entrepreneurs, designers, creative professionals and anyone interested in brand strategy, business planning, design, trend, marketing and communications. Philip VanDusen is the owner of Verhaal Brand Design, a brand strategy and design agency. Philip is a highly accomplished creative executive and expert in brand strategy, graphic design, marketing and creative management. Philip gives design, branding, marketing, career and business advice to creative professionals, entrepreneurs and companies on how to build successful brands for themselves or for the clients they serve. ——————————— WEBSITE: http://www.philipvandusen.com​ JOIN THE BRAND•MUSE NEWSLETTER: http://www.philipvandusen.com/muse​ FREE MINI-EBOOK DOWNLOAD: “9 Design Elements Your Brand Absolutely, Positively Needs” http://www.philipvandusen.com/direct-…​ TWITTER: https://twitter.com/philipvandusen​ YOUTUBE: http://www.youtube.com/c/PhilipVanDusen​ PINTEREST: https://www.pinterest.com/philipvandu…​ LIKE ME ON FACEBOOK: https://www.facebook.com/Verhaal-Bran…​ GET TUBEBUDDY – THE BEST TOOL FOR YOUTUBERS: https://www.tubebuddy.com/philipvandusen​ RECOMMENDED BOOKS: “Change By Design”, Tim Brown http://amzn.to/2mTFDrz​ “Imagine: How Creativity Works”, Jonah Lehrer http://amzn.to/2mJpQe9​ “Free Agent Nation” by Daniel Pink http://amzn.to/2mWlbpR​ “Orbiting the Giant Hairball” by Gordon MacKenzie http://amzn.to/2noTnIL​ “Rules of the Red Rubber Ball: Find and Sustain Your Life’s Work” by Kevin Carroll http://amzn.to/2moisCu​ The 22 Immutable Laws of Branding, Al Ries + Laura Ries http://amzn.to/2noZGwd​ “Change By Design”, by Tim Brown http://amzn.to/2uaXYjX​ “How To” by Michael Beirut http://amzn.to/2u9lnnh​ “The Brand Gap” by Marty Neumeier http://amzn.to/2CAbYZk​ “Good Design Is A Tough Job” by Kirsten Dietz, Jochen Rädeker http://amzn.to/2CAIH0r​ “The Art of Innovation” by Tom Kelley http://amzn.to/2wtAevL​ “The Edge: 50 Tips from Brands That Lead” by Allen Adamson http://amzn.to/2Ef6fse​ “Art + Design” by Rex Ray http://amzn.to/2yLMRRT​ “Expert Secrets” by Russel Brunson http://amzn.to/2zEDOBT​ “Shift Ahead” by Allen Adamson + Joel Steckel – http://amzn.to/2xLrEX4​ MY GEAR: Canon EOS 80D DLSR Camera: http://amzn.to/2nn4y4q​ Canon EOS 80D 18-55mm kit lens: http://amzn.to/2mnAAws​ Canon EOS 80D Yongnuo 35mm lens: http://amzn.to/2nniETh​ RODE NT2000 Condenser Mic: http://amzn.to/2mFoNvG​ Shure SM58 Dynamic Mic https://amzn.to/2B4CQkT​ ART Tube MP: Tube Mic PreAmp: http://amzn.to/2mFoVeE​ Rode Mic Boom: http://amzn.to/2nxNFmJ​ Sony MDR 7506 Headphones: http://amzn.to/2mFpsxa​ Screenflow 6.2: video editing software: http://amzn.to/2nxFLK3​ Neewer 2 Packs Dimmable Bi-color 480 LED Video Light http://amzn.to/2Cz8INK​ Logitech HD Pro Webcam C920: http://amzn.to/2nmX4hZ​ Rode smartLav+ Lavalier Microphone: http://amzn.to/2n2xL7B​ HP 27er 27-in IPS LED Backlit Monitor http://amzn.to/2w29u1S​ Anker 2.4G Wireless Vertical Ergonomic Optical Mouse http://amzn.to/2iZHKts​ TubeBuddy: https://www.tubebuddy.com/philipvandusen​ Adobe Creative Suite (2019 CC)

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Xbox Live Gold Subscription Price Hike Plan Withdrawn by Microsoft – cupbord http://www.cupbord.com – Today[…] announced the plan to raise the cost of a subscription so drastically, especially during the pandemic, when people have been spending more time on screens than usual and unemployment has risen […]0

How The Ebenezer Baptist Church Has Been A Seat Of Black Power For Generations In Atlanta econintersect.com – Today[…] This year, the COVID-19 pandemic has prevented the spiritual home of King from hosting the annual commemorative service in honor o […]

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