5 Ways To Flip Your Perspective (Instead Of Your Lid) And Elevate Work Performance In 2023

Over the holiday season, there are five actions you can take to flip your perspective so you can ... [+].....getty

Your inbox slog overwhelms you. A colleague fails to meet his part of the team’s deadline, and you blow a fuse. A coworker talks over you in a meeting, and you seethe with anger. The game-changing new account you thought you had goes south, and you slam your fist. And when you’re late for work and the morning commuter cuts you off in traffic, you give him the finger.

I could go on and on, but you get the idea. We’re all destined for work stress, but there’s a point when it can feel like a powder keg, and our unbridled reactions sabotage our performance. ‘Tis the season to be jolly. But think of all the times you brooded for countless hours over one negative aspect of a situation when, in retrospect, it wasn’t as bad as you thought. In fact, your brain may have overlooked many positive elements.

Your boss squints over her glasses at you in a meeting, and you sizzle inside. The next day she gives you a raving performance review. And what about all those times you wigged out over a presentation and couldn’t get that one frowning face in the front row off your mind—convinced you were a disaster? Only to find out that you were a huge success. All that worry for nothing, the exact opposite of what your brain predicted.

Unrealistic deadlines. Job demands. Boss breathing down your neck. When the work doldrums come—and they surely will—we get mired in negativity and over focus on the problem, obscuring potential solutions. Neuroscientists call this hard-wired tendency to overestimate negativity and underestimate positivity, the negativity bias. Giving negativity greater credibility dwarfs work engagement and productivity and can even make us want to throw in the towel.

This is especially true when negativity lingers after our hard work goes unrecognized or we’re overlooked for a promotion. When we live in that amped-up state for too long—alarm bells ringing at full blast—it drains our clarity, well-being and resilience for personal growth and success.

“We’re not always powerful enough to fend off unwelcome work stressors,” says Eva Condron-Wells, senior vice president of user content at ComfortZones Digital. “The key is what you do with the stressors to stay cool under pressure,” she told me. “But the good news is you are powerful enough to choose how you respond to them.

It’s possible to sidestep your reactive brain from siphoning your energy by learning not to let every little hiccup throw you into a tizzy—whether it’s a printer paper jam, a traffic jam, or grape jam smeared across your office desk.” Condron-Wells offers five ways you can flip your perspective instead of your lid and manage work stress instead of letting it manage you.

1. Accept work struggles as one side of your career. “We see and experience different sides of physical things, but our thoughts are not tangible, so this visualization can help. Imagine the work stressor as a coin or a container. At a minimum a coin has two sides. A container has multiple sides. When we get stuck on just one side, it distorts our perspective and creates discouragement so large it can eclipse our confidence and cripple the motivation to persist, grow and succeed.

Work pressures, frustrations and letdowns are one side of our careers but only one side. You can’t have a front without a back, a right without a left, an up without a down. If we practice this mental exercise, challenges will still show up, but we will be able to get more out of them, which in turn keeps us calm, fosters our learning and helps grow our careers. This is not a passive acceptance of bad things but an active acceptance that work and stressors are a package deal.”

2. Focus on the solution. When faced with a work challenge, Condron-Wells recommends that you notice your perspective and how much time you spend focused on the problem. Then decide to re-frame work struggles in a new light, so you don’t get stuck in a swirl of negative responses that exacerbate stress and derail performance.

She says it’s important to celebrate the highs of your career (awards, achievements, and learning and growth) without taking them any more seriously than the lows. Conversely, it’s essential not to take the work lows anymore seriously than the highs. They exist together, collectively making up your career.

3. Look for Learning. “If you look at negative experiences and emotions such as fear, failure or frustration in a different way—as signs that you’re on a learning curve—it helps you focus on the path out of the negativity and toward better performance,” she explains. “After a project or problem, ask yourself and your team, ‘What worked well? What did not work well? What will we repeat?

What could we do differently in the future?’ These questions invite negative and positive experiences to be shared and help everyone see the future with a more informed perspective. No one wants to struggle, but if we do, this helps turn it into wisdom for the future. We will also never be perfect, ever. So knowing how to turn problems, challenges or mistakes into insights and learning turns something painful into something powerful.”

4. Balance the Scales. Condron-Wells suggests you picture a scale with two different plates. Then, imagine placing the negative event on one side of the scale. Next, picture yourself counter balancing it. But because that negative thing is pretty heavy, you need three positive things. “Over time you’ll start to see the good with the bad, not to minimize the bad, but to see that more than one truth is happening at the same time,” she says.

“Good (or great) things that you may have done may be: identified a risk, solved a problem, stayed committed, helped others, saved time, money, energy—even lives. How you process a lot of this is private. Few people know how we are managing work challenges, but when we share our approaches, we open up dialogue that helps everyone.”

5. Turn Your Frown Upside Down. “I hesitated sharing this at first until I read the groundbreaking research that smiling not only reflects how we feel, but it contributes to lifting our moods by tricking the mind into perceiving the world in a positive light. That made me feel better about a course of action I used with my kids to help them flip their perspectives and think through their challenges. I could not be responsible for their happiness, and I wanted to grow their ability to foster it themselves and move to a more constructive space.

When negativity hits home, you can do what I did and come up with a chart. On the left, write what upsets you. Then write three things you are grateful for. At work you can list the work stressors and three positive ways to overcome them. Or you can name the challenges and three lessons you learned. Stay positive, though. No, your boss is not a jerk. Include constructive strategies like, ‘I need to be more concise’ or ‘The leader needs materials 24 hours in advance.’”

I am Founder and Chief Architect Officer (CAO) of ComfortZones Digital, Inc., (comfortzonesdigital.com). I am author of 40 nonfiction books, including CHAINED

Source: 5 Ways To Flip Your Perspective (Instead Of Your Lid) And Elevate Work Performance In 2023

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AI And The Secret To Employee Happiness

When I started working as a mainframe operator in IT in 1988, I felt like I was part of a secret club. None of my family understood what I was doing; my friends would ask, “what’s a mainframe and why do you have to work nights?”

My onboarding took months, and a typical workday began with staring at a blank screen. Since mainframes didn’t come with a mouse, I would enter memorized commands like “=3.4” and “Sys3.AF*” to navigate the data sets I needed to find.I don’t think many workers today would put up with that.

Any manager who has tried to hire an employee today will agree the war for talent is real. Job perks like free lunches and on-site laundry just don’t cut it anymore. To recruit talent today, there’s really one thing that every enterprise needs to do: Make work better.

Make work easy

I’ve found that companies invest in digital transformation for three reasons: To work faster, to work more efficiently, and to change or expand their business models. But the end result of any digital transformation should be a better experience, and leaders often neglect the everyday experience of the workers who actually achieve these goals.

Consider this. Outside of work, most people have grown used to finding a new home, getting pet care, and organizing travel all with just a swipe of their finger on the touchscreen. They expect the same level of ease when it comes to the technologies they use at work. It’s no coincidence that the latest release of the Now Platform invested so heavily in improving user experience.

Sure, the interface looks beautiful. But the experience goes deeper than the surface by making the usage more intuitive. Good user experience is about simplifying and hiding complexity so that using it comes naturally to anyone. Make work easy.

Flex on flexibility

Many workplaces have returned to on-site or hybrid work, but I don’t think we’ll bring back the rigid workday schedule. The last two years have taught us that, while face-to-face and real-time interactions are invaluable, many other tasks can be done just as well, if not better, asynchronously.

Yes, it wasn’t fun to work from a makeshift standing desk in the kitchen while keeping one eye on a freakishly fast toddler. It’s no wonder why some employees have eagerly returned to the ergonomic office stocked with free snacks. But some of us love attending a meeting without sitting in traffic, having lunch without navigating a packed cafeteria, or taking a two-hour afternoon break to compensate for that evening call with Tokyo. You have to accommodate both types—and everyone in between.

Leaders learned the hard way in 2020 that you can’t just flip a switch and change the way a business is run. You have to stay ready with workplace technology that can support various—and changing—work models.

Flexibility, supported with a solid digital foundation, is no longer a choice. Clearly communicate what your employees need to deliver and let them decide where, when, and how. Or you can try to force a rigid work model and watch your talent flock to another employer.

AI and human intelligence aren’t mutually exclusive. They work best when they work together.

Automate the mundane

Automation has freed employees from many repetitive tasks, making work more fulfilling and creative. The digitization of work can go a step further by tapping artificial intelligence that effectively sorts through massive amounts of data and makes prescriptive recommendations. AI can even be used to make it easier for employees to be promoted internally—a huge factor in retaining and rewarding your workforce.

There’s a misconception that AI is designed to replace human workers. But for me, artificial intelligence is actually about the interface between people and machines, making lives more interesting by automating the mundane, removing friction, and presenting the right information and insights.

Better together

Knowledge workers thrive when they can harness technology to make more effective decisions. These decisions aren’t only reactive but also proactive—something that AI enables through its predictive power, which can anticipate and adjust to a world full of constantly changing variables.

When it comes to digital transformation, we think of how it impacts the bottom line by improving speed and efficiency. But how do we improve speed and efficiency? By empowering our talent with the delightful and intuitive experiences they deserve.

AI and human intelligence aren’t mutually exclusive. They work best when they work together.

Dave Wright is ServiceNow’s chief innovation officer and acts as an evangelist for how to improve workplace productivity. He has worked with thousands of

Source: AI And The Secret To Employee Happiness

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More contents:

What is a Digital Transformation Strategy? »

What is a Digital Business? »

How to make a Digital Transformation Strategy? »

Digital Transformation Strategy in 2020 »

Where to Start with a Digital Transformation Strategy »

Who should be involved in creating a Digital Transformation Strategy? »

What happens to businesses that don’t have a Digital Transformation Strategy? »

What are the top 5 Digital Transformation Strategy Frameworks?

How do I measure if my Digital Transformation Strategy is working? »

What is Digital Transformation?

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How to Turn Your Company’s Purpose Into Action

The best advice is easy to understand, but difficult to execute, according to Marshall Goldsmith, executive coach and author of Triggers, Mojo, and What Got You Here Won’t Get You There.

In a virtual keynote address to Inc. 5000 honorees this week, Goldsmith explained that while coaching leaders at companies such as Ford, Pfizer, and the Mayo Clinic, he learned that it’s easy to dismiss the simplest of leadership strategies because they sound too easy. But it’s often the simple strategies that make the biggest difference for founders because they’re easier to commit to long-term.

“You’re a CEO, you’re a very busy person, you don’t have a lot of time. If I gave you stuff that sucks up too much of your time, you’re not gonna do it anyway,” Goldsmith says, adding that this tried-and-true method is still one worth teaching today because of its proven success.

Here, Goldsmith shares a simple method to becoming a more effective leader.

1. Get in the habit of asking for input.

Goldsmith argues that leaders don’t ask one simple question enough: How can I be better? Leaders should get in the habit of asking how they can be a better manager, team player, and salesperson. Many times, your employees and peers will point things out to you that aren’t even on your radar.

Something he learned from management consultant Peter Drucker stood out to Goldsmith when it comes to asking for feedback. “He said, ‘The leader of the past will have to [explain] to leaders of the future when they ask why we manage knowledge workers when they know more than we do,” Goldsmith says. In other words, never stop learning from your employees and peers.

Read More:

2. Listen to the input–don’t debate it.

Once you ask for input, Goldsmith says to fight every urge to give your opinion and to instead listen intently. Whatever feedback you get, take notes, say thank you, don’t judge, and don’t make too many promises. Instead, Goldsmith suggests you say, “I’m going to involve you and the others involved and follow up with you.”

One important thing for leaders to keep in mind is that leadership is not a popularity contest, and therefore you shouldn’t feel obligated to satisfy everyone. “You never promised as a leader to do everything people suggest,” Goldsmith says. “You promised to ask and listen.

3. Follow up.

This is where you act on what you promised. The key to making change, according to Goldsmith, is that you have to follow up and stick with it.

“You don’t get better when you listen to a speech. You don’t get better because you read a book,” he says. “You have to work at it, follow up and stick with it.”

By: Teresa Xie, Editorial intern, Inc.@resate_z

Source: How to Turn Your Company’s Purpose Into Action | Inc.com

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3 Issues To Consider Before You Introduce Recurring Revenue Streams Into Your Business

All business owners understand and appreciate the importance of revenue to the success of their businesses. At the outset, revenue is critical to the ability of a business to pay its expenses and satisfy any payroll obligations. Investors will examine the history of revenue of a business as a benchmark to evaluate the future profitability and potential growth of the company. Revenue is also an important criteria that lenders use when assessing whether to extend credit to a business  the lifeblood of every business.

With revenue being so important to the success of a business, it is often a surprise how little time most business owners spend on exploring how their businesses can meet  if not exceed  their revenue-generating potential.

The reality is most business owners are so focused on the day-to-day realities of running their businesses that they simply do not have the time to consider if their businesses are generating as much income as they should or if there are other opportunities to increase revenue-generating potential.

Related: 17 Passive Income Ideas for Increasing Your Cash Flow

What is a recurring revenue stream?

A recurring revenue stream is simply a way of conducting business that results in customers paying the business on a regular basis in exchange for some value. This value can either be the right to receive goods or services from a business or the right to access or use the property of the business for a given time.

This is very different from non-recurring revenue-generation business models, such as the sale of a product or the provision of a service, where a business has no expectation that a current customer will be a customer in the future. Recurring revenue streams enable business owners to better predict how much revenue their businesses will generate in the future. Savvy business owners use these recurring revenue streams to attract investors, obtain credit and grow their companies.

It is no wonder that the foundation of many successful modern businesses today often relies on recurring revenue streams.

Related: Why You Should Use a Subscription Business Model

What are some examples of recurring revenue streams?

You may be intimidated by the idea of a recurring revenue stream. You have no reason to be: Recurring-revenue business models are all around us. Here are three common examples of recurring revenue streams that you may be familiar with and ought to consider implementing in your business.

  1. Renting or leasing. If you have ever leased a car or rented a home, you are familiar with this business model. Leasing is a form of generating revenue where a business collects money from a customer in exchange for giving a customer the right to use a physical asset for a specified time.
  2. Licensing. Do you pay for any online services? Do you use any form of social media? Your relationship with those online services is often governed by a license agreement, which sets out terms for how intellectual property of one party can be used by the other. If one party is required to pay for the rights to use the intellectual property of the other party, those payments are often calculated based on how often that customer uses that intellectual property or on the amount of money the customer generates using the intellectual property of the business.
  3. Subscription. This is the model you are most likely familiar with. Whether it be your account to the latest video-streaming platform, your fresh coffee subscription or even your subscription to a pizza service, subscription-based business models are everywhere. The success of most subscription-based business models relies on providing ongoing value to customers in exchange for recurring payments for as long as possible.

What to ask before integrating a recurring revenue stream

While introducing a new revenue stream for your business is certainly attractive, recognize that not every recurring-revenue business model is the same. The reality is that each type of recurring revenue stream needs to be tailored to the capabilities of each business and the needs of each customer. Here are some questions to ask when considering the opportunities to integrate a recurring revenue stream into your business:

What value from your business are your customers willing to pay for on a regular basis? What price will customers pay for that value on a regular basis? What changes in your business operations need to happen to make these revenue streams a reality?

Related: 3 Simple But Effective Strategies to Create Consistent Income Online

Don’t go it alone

While I hope this article illustrates some of the benefits of integrating recurring revenue streams into your business, I must emphasize that this is simply an introduction to the concept. Don’t underestimate the amount of time, money and energy that may be required to create a new revenue stream for your business.

I would encourage you to find lawyers, accountants and other advisors to guide both your assessment of the suitability of a recurring-revenue business model for your business and the implementation of your strategic decisions. After all, a little time and energy invested in preparation often pays dividends in the long term.

Romesh Hettiarachchi

By: Romesh Hettiarachchi  – Entrepreneur Leadership Network Contributor

Source: 3 Issues to Consider Before You Introduce Recurring Revenue Streams Into Your Business

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Teaching Diversity And Inclusion To The Billions Of Intelligent Systems Making Autonomous Decisions

Engineers Meeting in Robotic Research Laboratory

The idea that diversity and inclusion should be core drivers of the new economy and the emerging global society are mostly understood at a human level. The more people who are part of one system, being offered the same opportunities regardless of their gender, race, ethnic origin, and many other diverse variables, the higher the tide rises for everybody. But even with that intrinsic understanding of the idea that diversity and inclusion will generate a different and better world, significant barriers still exist to making this human truth a practical reality in our daily lives.

The power of all genders, all races, and all languages can change the world. Even each of these pieces, though, has its blind spots if taken as a standalone viewpoint — in effect, by seeing the world through a single lens, that lens can act as a deep barrier. Imagine how much is lost with only a single way of seeing, thinking, learning, and maybe even applying those learnings.

Digital companies talk about the power of the individual or the customer to be the center of the service. Yet how can we build around individuals without recognizing and servicing the unique combinations of needs or opinions that diverse thinking and actions entail? McKinsey has, since 2014, leaned into the idea of measuring diversity and inclusivity as a driver of business value creation. The intent is to show every year that companies that live and deliver diverse and inclusive strategies outperform their industry peers.

The gap (between diverse and inclusive leaders and the poorest performers) has gotten bigger year by year, growing from 33% percent in 2018 to 36% in 2019. Even with clear and longitudinal data, we still struggle against many inherent biases to accept and act on the fact that diversity and inclusion widen the lens for viewing ideas, thinking, processes, and customers in an increasingly global market.

The world will get more diverse over time. By 2044 it is projected that over half of Americans will belong to a minority group. We will in effect be a collection of diversities, with one in five of us not being born in the USA but living here. Multiply this American future by the nuances of each of the 195 countries in the world and together we will be the largest collection of diversities the planet has ever seen.

Now imagine a world of not just 7 billion people, but 40 billion devices computing, connecting, sensing, predicting, and running autonomously in an intelligent systems world. PwC estimated that 70% of all global GDP growth between 2020 and 2030 will come from this machine economy (AI, robotics, IoT devices).

U.S. GDP is expected to grow $10T between now and 2030. If 70% of that is from these machines sensing, predicting, computing, and connecting on the intelligent edge, then that is a $7T economy. Will these machines be more capable than humankind has been to think about diversity and inclusion in the way they work with data, humans, and other machines?

These devices don’t have a McKinsey to explain to them where and how inclusion and diversity will drive a better result. They make decisions in milliseconds based on the programming instructions they receive, and they learn as they execute their many, often complex and intelligent, tasks.

How these machines learn to think (constantly) are driven by rules set by humans and by other machines that were in part or wholly programmed by humans. How can the right behaviors be instilled in these intelligent systems? Think of two basic dynamics we must pay attention to in an increasingly intelligent systems world:

Human experiences drive diversity and inclusive design

Learning — and applying — how to be aware of the needs of diverse groups has more value than ever before. This acquired knowledge will act as the codex for how we program the devices that live and work with us globally by 2030 and beyond. There is a narrow time window in which to take our own personal experiences and the experience of others around us into account in the design and programming process for intelligent systems that will manage autonomous vehicles, medical devices, and manufacturing environments where cobots will be working alongside humans.

All machines might look and behave in the same way, but the humans around them do not, so what machine biases will exist in the intelligent systems world? Understanding how to design and program for inclusive and diverse thinking without bias means intelligent systems need to have a progressive learning ability (e.g., machine learning and digital feedback loops), as well as mission-critical capacities that mean they can safely and securely function around humans who may look, sound, move, or think differently from those whom the machines have been designed or operated around.

Machines will be diverse too and will need to be inclusive of each other

Once we live in an intelligent systems world, we will need intelligent systems to recognize each other in near instant time. These systems might be doing completely different tasks, but they might need to share data, space, or compute capacity in milliseconds. Knowing when, where, and how to have that network effect in an intelligent systems world (for example, consider autonomous vehicles) requires a capacity for inclusiveness and maybe even a clear comprehension about the power of diverse data sets from different devices to create value far greater than the sum of all parts.

Nurturing that capacity to create systems for a diversity of design and operations, as well as for an inclusiveness to allow constant learning, is a challenge that will be essential in an intelligent systems world.

We will not be able to make the right world for these intelligent systems and all that they can bring to humanity if we do not design, operate, and build them to be inclusive, diverse, and without bias in how they operate. While not suggesting that there should be a soul to an intelligent system, we should recognize that the moment in our own human world to encourage as much diversity and inclusion in our thinking is right now, and how well we do it will have major consequences for how we teach our intelligent systems to thrive in a world dominated with a diversity of machines and humans.

PRESIDENT AND CEO

With more than 25 years of experience driving digital innovation and growth at technology companies, Kevin Dallas is responsible for all aspects of the Wind River business globally. He joined Wind River from Microsoft, where he most recently served as the corporate vice president for cloud and AI business development. At Microsoft, he led a team creating partnerships that enable the digital transformation of customers and partners across a range of industries including: connected/autonomous vehicles, industrial IoT, discrete manufacturing, retail, financial services, media and entertainment, and healthcare.

Prior to joining Microsoft in 1996, he held roles at NVIDIA Corporation and National Semiconductor (now Texas Instruments Inc.) in the U.S., Europe, and the Middle East in roles that included microprocessor design, systems engineering, product management, and end-to-end business leadership. He currently serves as a director on the board of Align Technology, Inc. He holds a B.S.c. degree in electrical and electronic engineering from Staffordshire University, Stoke-on-Trent, Staffordshire, England.

Source: Teaching Diversity And Inclusion To The Billions Of Intelligent Systems Making Autonomous Decisions

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