# Import Review Erstellt: 2026-06-23 16:41 ## Übersicht | Datei | Entscheidung | Ähnlichste Karte | Score | |---|---:|---|---:| | `033500BF-232F-4949-A1C3-7C50041FAA31_1_201_a.jpeg` | `possible-duplicate` | originale/10-criticism-calm-method.jpeg | 0.17 | | `06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.27 | | `13EC69A2-42F1-4C19-9D30-39B3DDBFFAE0_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.07 | | `29F28BAD-8858-44B6-AF68-E6A2FCC23CAD_1_105_c.jpeg` | `new-card` | originale/05-strategy-workflow-os.jpeg | 0.20 | | `335658A6-12BF-40C8-ADB0-EE39EC70958A_1_105_c.jpeg` | `needs-human-review` | originale/10-criticism-calm-method.jpeg | 0.00 | | `3556A273-FF81-4E0D-9828-C0ADED006DDF_1_105_c.jpeg` | `new-card` | originale/04-meeting-moves.jpeg | 0.07 | | `35FC1DE2-73EE-4D72-968E-6B438EB7F77A_1_105_c.jpeg` | `new-card` | cards/01-strategic-leadership-system.md | 0.07 | | `36C35A5A-0774-4D48-8F3A-3168AA58131C_1_105_c.jpeg` | `new-card` | originale/08-effective-1-1s.jpeg | 0.14 | | `429DF20D-AABD-4BDD-B167-4F9F40F0FB52_1_105_c.jpeg` | `needs-human-review` | originale/10-criticism-calm-method.jpeg | 0.00 | | `42F0101A-2D38-4D6E-8212-99B0768A615B_1_201_a.jpeg` | `new-card` | originale/01-strategic-leadership.jpeg | 0.09 | | `4499A715-A93A-4D19-AD70-A65E50D38C4D_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.20 | | `46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.20 | | `48A607B6-768A-4AFF-BAED-3437BCF4E15E_1_105_c.jpeg` | `new-card` | cards/21-testable-objectives.md | 0.05 | | `49FFC4FD-8A42-44E4-A12F-4EA02054E33F_1_105_c.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.23 | | `4AFCBBB1-1608-4344-B67A-6B62AC24A7F1_1_105_c.jpeg` | `new-card` | cards/08-effective-one-on-ones.md | 0.21 | | `4C35857F-C6E8-4D07-AECF-CFC52927DDDC_1_105_c.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.22 | | `4FF0BDE8-4C31-45B3-8AAA-26E2B447E419_1_201_a.jpeg` | `needs-human-review` | cards/26-interview-answer-bank.md | 0.13 | | `5239E8DE-3917-4D07-A17F-64D8E96F1A7D_1_105_c.jpeg` | `new-card` | cards/04-eight-meeting-moves.md | 0.31 | | `523D9C20-9463-4C3D-95AA-ABE47EEE9E4D_1_105_c.jpeg` | `new-card` | originale/08-effective-1-1s.jpeg | 0.17 | | `633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg` | `new-card` | originale/04-meeting-moves.jpeg | 0.05 | | `69C46DB5-7CEB-4B74-AF2F-992D2B02AFAC_1_105_c.jpeg` | `new-card` | originale/01-strategic-leadership.jpeg | 0.08 | | `6BC2E71C-9011-46C1-B3D6-3D1A21A7E3B3_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.11 | | `71787C44-F3DE-458C-816B-CAD845CF45F8_1_105_c.jpeg` | `new-card` | cards/21-testable-objectives.md | 0.12 | | `7396635E-F0AF-4F56-A585-62E5226E45AA_1_105_c.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.12 | | `761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg` | `possible-duplicate` | originale/10-criticism-calm-method.jpeg | 0.13 | | `79EE532A-4E1B-4BA4-BB51-BEA9A1AD3209_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.13 | | `7D3FAE19-D283-489F-A079-5AE4C222C5EE_1_105_c.jpeg` | `new-card` | originale/05-strategy-workflow-os.jpeg | 0.20 | | `80221938-71ED-47F8-8CD6-E06676C76B63_1_105_c.jpeg` | `new-card` | originale/02-weekly-leadership-questions.jpeg | 0.13 | | `8CCCE54F-DC8E-458D-93FA-73DE782AB356_1_105_c.jpeg` | `needs-human-review` | originale/10-criticism-calm-method.jpeg | 0.00 | | `8CE81A3B-E1C0-49DC-A041-A96BE044587E_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.13 | | `8DDBDBC4-BBBE-4A6B-BCDD-E1692217A58D_1_105_c.jpeg` | `possible-duplicate` | originale/09-vague-feedback.jpeg | 0.16 | | `92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.09 | | `9382D421-645B-42B5-9B0B-A52018E642CB_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.11 | | `94656C87-B4F5-4368-8A7E-EF91F8C100E8_1_105_c.jpeg` | `possible-duplicate` | originale/06-smart-leaders-say-no.jpeg | 0.12 | | `955A9646-12A3-452C-B624-37B3852BD2C0_1_105_c.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.11 | | `99829866-0C94-41BE-9DF0-BB96B1FDA180_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.12 | | `A1675794-A0DE-4559-A27B-94FE93E4B121_1_201_a.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.14 | | `A2DA8E15-83F1-49BA-B746-D1828A523082_1_105_c.jpeg` | `new-card` | originale/08-effective-1-1s.jpeg | 0.15 | | `AE9C8FC7-4148-4DCD-992E-BE547B48FE26_1_105_c.jpeg` | `new-card` | originale/03-write-less-like-ai.jpeg | 0.14 | | `AF429E89-D3A8-4E80-8760-11DF7D78A49C_1_105_c.jpeg` | `new-card` | originale/04-meeting-moves.jpeg | 0.06 | | `AFD0F78A-9E76-4735-9044-2D9EB12C72D8_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.13 | | `B0AEC00C-4AD9-4FE9-B746-C2F836353D74_1_105_c.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.13 | | `B19C52E7-B28A-4A31-B3F0-4E8F94F95C41_1_105_c.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.06 | | `B229BD6F-6BDE-4507-BB47-DC81036286FB_1_105_c.jpeg` | `new-card` | originale/08-effective-1-1s.jpeg | 0.17 | | `B747FD3A-A228-4E1D-86E4-6A3A6CA3EDAB_1_105_c.jpeg` | `possible-duplicate` | originale/04-meeting-moves.jpeg | 0.16 | | `C0E8319D-048B-40B5-BAEA-5DEB348F0AF1_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.11 | | `C105349D-E142-406E-AD90-A5F43E9947E2_1_105_c.jpeg` | `new-card` | originale/05-strategy-workflow-os.jpeg | 0.10 | | `C27140F0-7294-4117-A5C6-FEC56943220D_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.14 | | `C2F01CF7-A30D-4FD9-8368-AF949D2D9658_1_105_c.jpeg` | `new-card` | cards/31-generational-leadership.md | 0.03 | | `CEA127DE-DDD3-4732-A550-D949C4A7CCEF_1_105_c.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.15 | | `D6C89A41-AB67-4327-BCC8-B971C5631E5D_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.12 | | `D7CADB8C-77B1-4296-A9BD-79A894F22388_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.11 | | `D829DEED-EE52-4060-8FF5-92169AA29853_1_105_c.jpeg` | `possible-duplicate` | originale/06-smart-leaders-say-no.jpeg | 0.14 | | `DA3583B1-AF2B-41B0-BAE8-BD6DDF8708A5_1_105_c.jpeg` | `new-card` | originale/08-effective-1-1s.jpeg | 0.17 | | `E0AAB67E-030A-4B43-892B-2D23F582D8A3_1_105_c.jpeg` | `new-card` | originale/09-vague-feedback.jpeg | 0.09 | | `E1EAC920-78A6-435B-8EF8-B7034289BA2D_1_105_c.jpeg` | `possible-duplicate` | originale/04-meeting-moves.jpeg | 0.16 | | `E276E76B-2B8F-482F-A0BB-B0EF9D3B2BE5_1_201_a.jpeg` | `new-card` | originale/10-criticism-calm-method.jpeg | 0.04 | | `E451832E-4CF5-4D39-A110-96BCEC68A1B2_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.08 | | `E9156AAA-22F3-42CF-8E1B-3F20EBC2FDCA_1_105_c.jpeg` | `new-card` | originale/05-strategy-workflow-os.jpeg | 0.06 | | `EF0141F1-96D2-4D33-BAA3-1FEF59AB0703_1_105_c.jpeg` | `new-card` | originale/06-smart-leaders-say-no.jpeg | 0.05 | | `F5AA6E1A-27C4-4702-9EB0-5610E927122C_1_201_a.jpeg` | `new-card` | cards/06-smart-leaders-say-no.md | 0.06 | | `FB60303C-F5D3-4821-AC04-1740297B6325_1_105_c.jpeg` | `needs-human-review` | originale/10-criticism-calm-method.jpeg | 0.00 | ## Ähnlichkeit innerhalb der Inbox | Datei | Ähnlichster neuer Screenshot | Score | |---|---|---:| | `033500BF-232F-4949-A1C3-7C50041FAA31_1_201_a.jpeg` | `761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg` | 0.86 | | `761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg` | `033500BF-232F-4949-A1C3-7C50041FAA31_1_201_a.jpeg` | 0.86 | | `94656C87-B4F5-4368-8A7E-EF91F8C100E8_1_105_c.jpeg` | `D829DEED-EE52-4060-8FF5-92169AA29853_1_105_c.jpeg` | 0.81 | | `D829DEED-EE52-4060-8FF5-92169AA29853_1_105_c.jpeg` | `94656C87-B4F5-4368-8A7E-EF91F8C100E8_1_105_c.jpeg` | 0.81 | | `B747FD3A-A228-4E1D-86E4-6A3A6CA3EDAB_1_105_c.jpeg` | `E1EAC920-78A6-435B-8EF8-B7034289BA2D_1_105_c.jpeg` | 0.77 | | `E1EAC920-78A6-435B-8EF8-B7034289BA2D_1_105_c.jpeg` | `B747FD3A-A228-4E1D-86E4-6A3A6CA3EDAB_1_105_c.jpeg` | 0.77 | | `8DDBDBC4-BBBE-4A6B-BCDD-E1692217A58D_1_105_c.jpeg` | `E1EAC920-78A6-435B-8EF8-B7034289BA2D_1_105_c.jpeg` | 0.73 | | `633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg` | `92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg` | 0.71 | | `92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg` | `633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg` | 0.71 | | `6BC2E71C-9011-46C1-B3D6-3D1A21A7E3B3_1_105_c.jpeg` | `C0E8319D-048B-40B5-BAEA-5DEB348F0AF1_1_105_c.jpeg` | 0.67 | | `C0E8319D-048B-40B5-BAEA-5DEB348F0AF1_1_105_c.jpeg` | `6BC2E71C-9011-46C1-B3D6-3D1A21A7E3B3_1_105_c.jpeg` | 0.67 | | `80221938-71ED-47F8-8CD6-E06676C76B63_1_105_c.jpeg` | `633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg` | 0.63 | | `3556A273-FF81-4E0D-9828-C0ADED006DDF_1_105_c.jpeg` | `633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg` | 0.60 | | `AF429E89-D3A8-4E80-8760-11DF7D78A49C_1_105_c.jpeg` | `92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg` | 0.56 | | `29F28BAD-8858-44B6-AF68-E6A2FCC23CAD_1_105_c.jpeg` | `955A9646-12A3-452C-B624-37B3852BD2C0_1_105_c.jpeg` | 0.50 | | `955A9646-12A3-452C-B624-37B3852BD2C0_1_105_c.jpeg` | `29F28BAD-8858-44B6-AF68-E6A2FCC23CAD_1_105_c.jpeg` | 0.50 | | `7D3FAE19-D283-489F-A079-5AE4C222C5EE_1_105_c.jpeg` | `29F28BAD-8858-44B6-AF68-E6A2FCC23CAD_1_105_c.jpeg` | 0.45 | | `46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg` | `523D9C20-9463-4C3D-95AA-ABE47EEE9E4D_1_105_c.jpeg` | 0.42 | | `523D9C20-9463-4C3D-95AA-ABE47EEE9E4D_1_105_c.jpeg` | `46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg` | 0.42 | | `A2DA8E15-83F1-49BA-B746-D1828A523082_1_105_c.jpeg` | `761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg` | 0.33 | | `B229BD6F-6BDE-4507-BB47-DC81036286FB_1_105_c.jpeg` | `46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg` | 0.32 | | `06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg` | `8DDBDBC4-BBBE-4A6B-BCDD-E1692217A58D_1_105_c.jpeg` | 0.29 | | `48A607B6-768A-4AFF-BAED-3437BCF4E15E_1_105_c.jpeg` | `71787C44-F3DE-458C-816B-CAD845CF45F8_1_105_c.jpeg` | 0.29 | | `71787C44-F3DE-458C-816B-CAD845CF45F8_1_105_c.jpeg` | `48A607B6-768A-4AFF-BAED-3437BCF4E15E_1_105_c.jpeg` | 0.29 | | `7396635E-F0AF-4F56-A585-62E5226E45AA_1_105_c.jpeg` | `46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg` | 0.27 | | `CEA127DE-DDD3-4732-A550-D949C4A7CCEF_1_105_c.jpeg` | `E0AAB67E-030A-4B43-892B-2D23F582D8A3_1_105_c.jpeg` | 0.25 | | `E0AAB67E-030A-4B43-892B-2D23F582D8A3_1_105_c.jpeg` | `CEA127DE-DDD3-4732-A550-D949C4A7CCEF_1_105_c.jpeg` | 0.25 | | `C2F01CF7-A30D-4FD9-8368-AF949D2D9658_1_105_c.jpeg` | `E276E76B-2B8F-482F-A0BB-B0EF9D3B2BE5_1_201_a.jpeg` | 0.23 | | `E276E76B-2B8F-482F-A0BB-B0EF9D3B2BE5_1_201_a.jpeg` | `C2F01CF7-A30D-4FD9-8368-AF949D2D9658_1_105_c.jpeg` | 0.23 | | `8CE81A3B-E1C0-49DC-A041-A96BE044587E_1_105_c.jpeg` | `B747FD3A-A228-4E1D-86E4-6A3A6CA3EDAB_1_105_c.jpeg` | 0.21 | | `D6C89A41-AB67-4327-BCC8-B971C5631E5D_1_105_c.jpeg` | `06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg` | 0.21 | | `C27140F0-7294-4117-A5C6-FEC56943220D_1_105_c.jpeg` | `761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg` | 0.20 | | `99829866-0C94-41BE-9DF0-BB96B1FDA180_1_105_c.jpeg` | `C27140F0-7294-4117-A5C6-FEC56943220D_1_105_c.jpeg` | 0.20 | | `4C35857F-C6E8-4D07-AECF-CFC52927DDDC_1_105_c.jpeg` | `06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg` | 0.20 | | `69C46DB5-7CEB-4B74-AF2F-992D2B02AFAC_1_105_c.jpeg` | `E451832E-4CF5-4D39-A110-96BCEC68A1B2_1_105_c.jpeg` | 0.19 | | `E451832E-4CF5-4D39-A110-96BCEC68A1B2_1_105_c.jpeg` | `69C46DB5-7CEB-4B74-AF2F-992D2B02AFAC_1_105_c.jpeg` | 0.19 | | `36C35A5A-0774-4D48-8F3A-3168AA58131C_1_105_c.jpeg` | `E451832E-4CF5-4D39-A110-96BCEC68A1B2_1_105_c.jpeg` | 0.19 | | 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Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.17 - Ähnlichster neuer Screenshot: 761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.86 Erkannter Text: ```text G Gallup 273.167 Follower:innen 1 Tag • © What do employees really need to feel engaged at work? Gallup's Q12 hierarchy shows how engagement builds from basic needs like clear expectations and the right tools to deeper drivers like ongoing development and purpose. When these needs are consistently met, the impact is real. Teams in the top quartile of engagement see 23% higher profitability, 18% higher sales productivity and 70% higher wellbeing. They also experience significantly less turnover, fewer safety incidents and fewer quality defects. Understanding the progression of employee needs empowers leaders to create environments where people can do their best work — and stay. https://Inkd.in/dMgy3y7A Übersetzung anzeigen Q12. This last year, I have had opportunities at work to learn and grow. Growth Q11. In the last six months, someone at work has talked to me about my progress. Q10. I have a best friend at work. Q09. My associates or fellow employees are committed to doing quality work. Q08. The mission or purpose of my company makes me feel my job is important. Teamwork Q07. At work, my opinions seem to count. Q06. There is someone at work who encourages my development. Q05. My supervisor, or someone at work, seems to care about me as a person. Individual QO4. In the last seven days, I have received recognition or praise for doing good work. QO3. At work, I have the opportunity to do what I do best every day. Q02. I have the materials and equipment I need to do my work right. Basic Needs Q01. I know what is expected of me at work. ``` ### 06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `9df44387d0b6e7a284c8ec350be502cf42830dcc574cb703931616ddd1e9fece` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.27 - Ähnlichster neuer Screenshot: 8DDBDBC4-BBBE-4A6B-BCDD-E1692217A58D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.29 Erkannter Text: ```text Designing Your Life More than half the time, when the approach we're recommending results in an offer, they initiate it. You don't have to. If they don't start it for you, you can ask one question that will convert the conver- sation from getting their story to pursuing a job. "The more I learn about XYZ Environ- mental and the more people I meet here, the more fascinating it becomes. I wonder, Allen, what steps would be involved in explo ht become a pure ur no urguncuuun That's it. As soon as you ask, "What steps would be involved in exploring how someone like me might become a part of this organization?" Allen knows it's time to shift gears and start thinking critically about you as a candidate. It means he'll start using his judging brain, but that's okay. It's gotta happen sometime, so when the time is right-go for it. Note that you don't say, "Wow-this place is great! Do you have any open- 302 ``` ### 13EC69A2-42F1-4C19-9D30-39B3DDBFFAE0_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `10023b6a42cb3215eff0e0b503d7478614e03f8b30ae89c2aa0f6ae0535ccebf` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.07 - Ähnlichster neuer Screenshot: D7CADB8C-77B1-4296-A9BD-79A894F22388_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.17 Erkannter Text: ```text Hiring Managers Rank Purpose Low in Importance for Determining New-Hire Success How important or not important are the following factors in determining whether a new hire will be successful? % Very important Communication skills 77 Desire to learn and grow 66 Fit with company culture 55 Passion for the organization's mission and purpose 30 A strong sense of personal purpose 30 Ambition to advance at the company 26 Level of education or training 25 Years of experience 25 Data based on U.S. leaders and managers with hiring influence Gallup and Stand Together, The Power of Purpose study Aug. 18-25, 2025 GALLUP ``` ### 29F28BAD-8858-44B6-AF68-E6A2FCC23CAD_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `8e43a9b260dc07fa0064629318ae5d7f2112fd0630f7eacaa2d5351ca4b3520e` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/05-strategy-workflow-os.jpeg - Ähnlichkeit: 0.20 - Ähnlichster neuer Screenshot: 955A9646-12A3-452C-B624-37B3852BD2C0_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.50 Erkannter Text: ```text 23:18 13 ... Navigating Change: Frameworks For Leaders McKinsey 7-S Framework Ine mckinsey Des Framework wu minates the seven essental clements that must be aligned for change to be effective. Assess the current state. identify any misalignment, and work through alignment. What should we do to solve this specific problem? What structure do we need to implement the strategy? Structure Strategy Systems What business systems do we need to use or invent? What skills do we need to develop Shared Values Why do we do what we do? goals? Skills Style Staff How should we assist managers in their growth? What leadership styles or culture will help us achieve our 800154 Satir Change Model The Satir model details the process of change through five stages while focusing on the emotional and psychological transitions individuals experience during change. Pro Tip: Solidifying the New Status Quo by reinforcing positive outcomes and new behaviors. Try a reward system for integrating change. 5 New Status 1 Late Satus Quo 4 Integration Performance 2 Resistance 3 Chaos 1A Change Happens 3A Transformation Idea Time Kotter's 8-Step Model Kotter's model provides a step-by-step approach to managing change. from creating a sense of urgency to anchoring changes in the corporate Implementing & Sustaining for Change Make it Stick Engaging & Enabling, the Organization Build on the Change Create Quick Wins Empower Action Creating the Change Communicate the Vision Create a Vision for Change Form a Powerful Coalition Create Urgency Bridges' Transition Model Bridges model focuses on the emotional and psychological transitions individuals experience during change. Pro Tip: Leaders should support their teams through each transition phase, recognizing the emotional impacts and providing guidance and support Endings Transition Zone New Beginnings oductivity During Transition Angry Fearfull Sad Excited Happy Confused Depressed Numb - Time- Want the High Res PDF Version? Subscribe to GrowthHive & follow. GrowthHive @ajsilber 72 CTO JOURNAL The CTO Journal 41.895 Follower:innen Navigating Change Successfully: Proven Frameworks for Leaders ... mehr ``` ### 335658A6-12BF-40C8-ADB0-EE39EC70958A_1_105_c.jpeg - Entscheidung: `needs-human-review` - Bild-Hash: `1015ad61a0a1637340a627ef7fbf8c08936d31d80bae122944b6844ab437d616` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.00 - Ähnlichster neuer Screenshot: - - Inbox-Ähnlichkeit: 0.00 Erkannter Text: ```text МЕЖДУ СЛОВ Паузы — один из инструментов так называемого невербального общения. Вербальное общение - это общение словами, а невербальное — это то, что остается между слов: жесты, мимика, взгляды и паузы. Паузы имеют смысл, и в руках опытного оратора это потрясающий инструмент. Если вы задали вопрос и сами сразу же ответили на него, считайте, вы потеряли аудиторию. Вот в самом начале (а мы с вами только что обсудили, как много это значит!) вы спрашиваете: «Знаете ли вы, сколько слов в словаре Пушкина?» - и держите паузу. Аудитория молчит и думает. Но если вы тут же сами отвечаете на свой вопрос, то люди расслабляются и понимают, что им можно просто слушать (или не слушать) оратора, так как вам совсем не интересно, знают они ответы на ваши вопросы или нет. Вы просто идете своим путем, сами по себе. А аудитория любит, когда ее уважают, когда ею интересуются, когда с ней общаются по-настоящему, а не для галочки. Именно с паузы опытный пестор и опытный учитель начинают любое ``` ### 3556A273-FF81-4E0D-9828-C0ADED006DDF_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `4cd8e1eccf9f2c058bdc370e07c8705adba48252a2a7edf895ab34bd29756719` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/04-meeting-moves.jpeg - Ähnlichkeit: 0.07 - Ähnlichster neuer Screenshot: 633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.60 Erkannter Text: ```text McKinsey & Company 19 Std. • G Al is moving fast, and while employees are ready, 6 Al workplace insights leaders need to know.pdf ... mehr percent One percent of companies believe their investments have reached maturity; 47% believe their investments are still in pilot stage even though nearly 70% started investing a year or more ago. 6/7 444 28 Kommentare 36 Reposts Gefällt mir Kommentar Reposten Senden ``` ### 35FC1DE2-73EE-4D72-968E-6B438EB7F77A_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `fda74b99736566b3c84ab56b693b17f1d96df61759e2dea0fcad98b0d0e90dc2` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/01-strategic-leadership-system.md - Ähnlichkeit: 0.07 - Ähnlichster neuer Screenshot: 761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.09 Erkannter Text: ```text 16:42 6 Hitoshi Takeda - The synchronized Production System 01 The 6 Ss 02 Levelling and Smoothing Production 03 One-Piece (Set) Flow 04 Flow Production 05 Reducing Batch Sizes 06 Addresses and Storage Space 07 Production in Takt Time 08 Quantity Management 09 Standardized Work 10 Quality 11 Machinery 12 Kanban??????? 13 Interrelation and systematics of the individual Steps Hitoshi Takeda The Synchronized Production System Going Beyond Just-in-Time Through Kaizen 15 Dirk Fischer in COO at Huf Group | Transforming organizations tow... Hitosho Takeda's book influenced me very ... mehr ``` ### 36C35A5A-0774-4D48-8F3A-3168AA58131C_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `8284ae92df1e8b3fb12c6c1139ada2207826c583a6dd35da6ed6ced17a51875d` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/08-effective-1-1s.jpeg - Ähnlichkeit: 0.14 - Ähnlichster neuer Screenshot: E451832E-4CF5-4D39-A110-96BCEC68A1B2_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.19 Erkannter Text: ```text national campaign to study former President Jiang Zemin's Three Represents theory for modernizing the Party-a task considered part of Hu's preparation to become CPC general secretary. As the leading member of the Secretariat, which manages Party operations, Xi Jinping is responsible for Party affairs; Li Yuanchao, likewise a member of the Secretariat, also focuses on the Party system. ho "Do not be satisfied with the status quo." "Do not follow the beaten path." "Guard against formalism and mere process." "Achieve real results while avoid- ing superficial work." "Be innovative not conserva- tive." These admonitions were sometimes attributed to both Xi and Li-even though they were not speak- ing together.' Topics covered in their various speeches included advice on morality and ethics, self-cultivation, multifaceted learning to improve capabilities; ensuring that work is based on reality and rejecting superficial activities; perseverance so as to "do well from start to finish"; and creating new ways of competitive advantage and economic growth. China's leaders have always stressed the need for upgrading Party officials. Xi Jinping calls cadres edu- cation and training a fundamental, strategic endeav- or. He sets requirements for cadres to emancipate the mind and focus on reform and innovation; enhance scientific, democratic, and legal gover- nance; serve as role models of high ethics and ``` ### 429DF20D-AABD-4BDD-B167-4F9F40F0FB52_1_105_c.jpeg - Entscheidung: `needs-human-review` - Bild-Hash: `925f800ecba8a8e86a5fe77349f2c3e7c5b99d9dc2307d31c75b48ad2c199d77` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.00 - Ähnlichster neuer Screenshot: - - Inbox-Ähnlichkeit: 0.00 Erkannter Text: ```text темпорніме, без велких заминок читают новоси, и уто. так в жизни не бывает, и зрители понимают, что что-то не так. Какой-то устремленный в камеру выпученный взгляд, который смотрит не в глаза, а чуть выше, чуть ниже... Значит, там действует суфлер. И чтение, чтение, чтение. А ведь чтение и говорение - разные вещи. Читаем мы глазами, а говорим, чтобы нас воспринимали еще u s -другому. Поэтому не торопитесь, думате над словами, х с боитесь подержать паузу, цените ее. Хорошие ораторы даже готовят такие моменты — они говорят: «Сейчас я найду правильное слово», найду правильное слово», — и замолкают, и все начинают искать правильное слово. Задача хорошего оратора — втянуть аудиторию в процесс, в обдумывание новых слов, мыслей, эмоций. А для этого ему требуется определенный разбег, разгон, и после ярких фраз или при формулировании каких-то важных тезисов пауза бывает очень хороша. Посмотрите в телевизионных передачах: как интересно наблюдать за выступающими людьми, когда вдруг они задумываются. Вот остановили на дороге человека, задали ему вопрос: «Как бы вы потратили миллион долларов?» Пауза растерянности, человек думает, а потом говорит что-нибудь вроде: «Я не знаю, никогда не булет у меня миппиона» ! Пенекимеот» или еше что-то Но лпя ``` ### 42F0101A-2D38-4D6E-8212-99B0768A615B_1_201_a.jpeg - Entscheidung: `new-card` - Bild-Hash: `bf054f8c0d562d123bf3c76084ff3694637411a46454b8900ce0a1c41079371b` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/01-strategic-leadership.jpeg - Ähnlichkeit: 0.09 - Ähnlichster neuer Screenshot: D7CADB8C-77B1-4296-A9BD-79A894F22388_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.12 Erkannter Text: ```text LATIN AMERICA (BR, MX, AR, CO) MENA (AE, SA, EG, MA) SOUTH ASIA (IN, PK, BD, LK) EAST ASIA (JP, CN, SG, HK) EAST EUROPE (PL, UA, BY, CZ) LATIN EUROPE (FR, IT, ES, PT) GERMANIC EUROPE (DE, NL, SE, NO) WESTERN (US, UK, AUS, CA) By Natan Mohart * HOW TO MANAGE MULTICULTURAL TEAMS BASED ON AGGREGATED GLOBE CULTURAL CLUSTERS, SIMPLIFIED TO 8 MACRO-REGIONS FOR MANAGERIAL PRACTICE. VALUE Freedom, personal ownership, visible impact Structure, reliability, clear processes Recognition, influence, being heard Fairness, proven expertise, clear leadership Harmony, mutual respect, group success Mentorship, clarity, career development Loyalty, clear authority, personal trust Warmth, belonging, close relationships COMMUNICATION Say it straight, openly Calm, precise, logical Formal yet debate-friendly Clear, careful, formal Indirect, context-rich, non-confrontational Polite, relational, warm Formal, relationship-driven Expressive, flexible, emotionally open FEEDBACK Frequent and clear, preferably l-on-1 Factual and neutral, focused on improvement Honest with diplomacy, ideally in context Private and solution-oriented, with actionable steps Subtle and private, often via trusted channels Gentle and private, with guidance for growth Through trusted figures, discreet and respectful Positive and personal, ideally face-to-face MOTIVATORS Growth, responsibility, recognition for results Quality, mastery, trust in competence Status, meaningful work, public appreciation Stability, respect, long-term trust Belonging, reliability, team recognition Career path, title, visible recognition Respect, stability, access to decision-makers Team spirit, appreciation, shared success SUPPORT Give autonomy, set clear outcomes, remove blockers Align on process, respect structure, deliver on promises Include in discussions, acknowledge expertise, show respect Be fair, provide clear rules and direction, keep consistency Maintain harmony, give private guidance, avoid public critique Offer mentorship, recognize contributions, guide actively Build personal trust before pushing tasks, respect hierarchy Engage personally, show consistent care, keep promises ``` ### 4499A715-A93A-4D19-AD70-A65E50D38C4D_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `e0500fb9ea49675811ff4d77f7b9572018ab34071d94d706ea29f3aa82d60289` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.20 - Ähnlichster neuer Screenshot: 46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.15 Erkannter Text: ```text Strategic Influence & Perception Balance CheatSheet Track A - Push Upward (Carolyn, SVP, ELT) Goal: Be seen as shaping company direction, not just running projects +T Frame Insights as options, not orders "Here are 2-3 scenaries leadership could consider for next year's CapEx Tie everything to business value › EBITDA impact, resilience, regulatory license--to- operate, growth Deliver VP-redy artifacts › 1-pagers, 5W1H summaries scenario maps Language to use: yy This is an input to help shape direction." gy Here's what I see as potential strategic p plays." y, Which angle do you see as most aligned with our growth bets?" Track B - Shield Downward (Site Directors, Christian, Goal: Protect relationships and avoid perception of overeach Always anchor to sponsor › Christian asked me to consolidate..." it Offer tools, not instructions › Here's a framework you can adapt for local planning." Do the heavy lifting › I can draft from available data- you just confirm/adjust." Soften deadlines › "If possible, couldyou share input by Thureday so I can finalize on time?" Language to use: "Supporting your site's planning..." "This will help us build a complete package for leder ship." "Your perspective ensures local priorities are visible." Balance Point - The Formula c Tip: Before sending an small or framework, run a 6-second 1 rest—"Itwerswere the recipient, does this sound like a directive or a support?" ``` ### 46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `c2961a64c8e2650ae4846b1c34e1d0fbc3e88cbcdd9cec39eb69c7aef001634f` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.20 - Ähnlichster neuer Screenshot: 523D9C20-9463-4C3D-95AA-ABE47EEE9E4D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.42 Erkannter Text: ```text 22:49 A 48 < 24. November 23:13 Designing Your Life exactly the way it is written in the Internet posting. If you don't have that skill, find a way to describe your skill set that uses the same words that will be found in a key- word search. Tip 3: Focus your résumé on the job as described. Even if the job description isn't very accurate, this will increase the chance that your résumé will show up in a search. Then focus on the skills that you can offer the company, using their words as often as possible. Focus on what you can do for them, not on why this job works for you. Do not appear to be a generalist or a multidisciplinary person on your résumé or in the first interview. Just focus on answering their needs. Once you have reassured them that you have the skills required, you can move on to impress them with your depth. That's how you "stand out." Tip 4: Always bring a fresh, nicely printed copy of your résumé to an interview. This will probably be the first time anyone will 285 ``` ### 48A607B6-768A-4AFF-BAED-3437BCF4E15E_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `202d4529f41ec5f5f8d8ac70539d5900bc1268dedecf591642a31330b258edcf` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/21-testable-objectives.md - Ähnlichkeit: 0.05 - Ähnlichster neuer Screenshot: 71787C44-F3DE-458C-816B-CAD845CF45F8_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.29 Erkannter Text: ```text Eighteen potential arenas of the future are emerging Semicon- ductors The foundation Al software and services Cloud services Digitization E-commerce Streaming video Electrification Electric vehicles Digital advertisements Cybersecurity Batteries New bio-frontiers Industrial and consumer biotech Drugs for obesity and related conditions Hard tech Shared autonomous vehicles Future air mobility Space Modular construction Video games Nuclear fission Robotics Source: McKinsey Global Institute analysis McKinsey Global Institute ``` ### 49FFC4FD-8A42-44E4-A12F-4EA02054E33F_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `3fa19789d036b8f2499e13003397fc3d33ff4b0f64fef79e0aa6a51fbf24221c` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.23 - Ähnlichster neuer Screenshot: 06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.16 Erkannter Text: ```text linkedin.com Start Ihr Netzwerk Jobs NachrichtenMitteilungen vaul about Manufacturina What Taiichi Ohno can teach you about Manufacturing (That Business Schools Can't) Sie + Go See for Yourself Principle: Genchi Genbutsu Quote: Data is of course important, but I place the greatest emphasis on facts.' Lesson: Don't trust reports from the conference room. Go to the Gemba. See it with your own eyes. The truth lives where the work happens. Eliminate Waste Ruthlessly Principle: Muda Elimination Quote: *Costs do not exist to be calculated. Costs exist to be reduced." Lesson: Don't measure waste. Eliminate It. If it doesn't add value for the customer, remove it. Every motion, every wait, every defect is a target. Stop the Line Principle: Jidoka Quote: *The Toyota style Is not to create results by working hard. It is o system that says there is no limit to people's creativity?" Lesson: Quality over speed. Always. Stopping for a problem isn't fallure. It's preventing bigger fallures downstream. Respect for People Principle: Core TPS Pillar Quote: Standard's should not be forced down from above but set by the workers themselves. Lesson: The people doing the work know it best. Your job as a leader isn't to dictate. It's to listen, support, and remove obstaces. Progress Over Perfection Principle: Kaizen Mindset Quote: "If you're going to do koizen continuously, you've got to assume that things are a mess." Lesson: Start messy. Improve daily. Waiting for perfect means waiting forever. Small changes today beat big plans for next quarter. Think in Systems Principle: Holistic View Quote: "We are doomed to foilure without a daily destruction of our vorious preconceptions. Lesson: Question your beliefs dally, Fix the system, not just the parts. Ask Why 5 Times Principle: Root Cause Thinking Quote: Hoving no problems is the biggest problem of all." Lesson: Surface-level thinking creates surface-level solutions. Keep asking why until you find the system failure. Problems are gifts. They show you where to improve. Make Problems Visible Principle: Visual Management Quote: "Where there is no standard, there con be no kaizen." Lesson: You can't improve what you can't see. Make abnormalities obvious. When everyone sees the problem, everyone owns the solution. Simplicity Wins Principle: Lean Thinking Quote: The more inventory o company has, the less likely they will hove what they need." Lesson: Simplicity reveals waste. If you can't explain it simply, it won't be done right. Remove until nothing's left to remove. $ 4 % 5 = 7 8 9 ``` ### 4AFCBBB1-1608-4344-B67A-6B62AC24A7F1_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `93542669dd03ba839d217054016c32af68bd3ad0649bb7af1f534f02fff12ce7` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/08-effective-one-on-ones.md - Ähnlichkeit: 0.21 - Ähnlichster neuer Screenshot: 5239E8DE-3917-4D07-A17F-64D8E96F1A7D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.15 Erkannter Text: ```text 17:41 56 + SPICKZETTEL So führen die besten Führungskräfte 1:1 Meetings Agenda 8 Fragen Check-in für Verbindung & Entwicklung Follow-up vom letzten Mal Was beschäftigt dich gerade am meisten? Fortschritte & Blockaden Feedback (beidseitig) Wo brauchst du von mir mehr oder weniger Unterstützung? Entwicklung & Ziele Offene Themen & Abschluss Red Flags für psychologische Sicherheit Ausreden, anstelle der echten Probleme Stille, kurze Antworten Kein Wunsch nach Weiterentwicklung Kein Feedback an die Führungskraft Persönliches hat keinen Platz Nur Abarbeiten, kein Lernen ? ? (?) ? ? Was soll sich verändern, damit du dich sicherer fühlst? Was lief gut - was war herausfordernd? Welche Entscheidung würdest du treffen, wenn du Chef:in wärst? Wo hast du dich in letzter Zeit geärgert? Was würdest du jemand Neuem über unser Team sagen? Was brauchst du, um dich weiterzuentwickeln? Fixe Frequenz - Verschiebungen nur im Notfall Mit offener Frage starten Notizen teilen FOLLOW DENISE FICHTER Alle Spickzettel zum Download & jede Woche Best Practices Präsenz zeigen kein Multitasking Mitarbeitende reden mehr als Führungskraft Abschluss- frage: „Was nimmst du mit?" Todos gemeinsam dokumentieren FINAL HUMAN LEADERSHIP & KI neue dazu. → Im Human Shift Newslett 92 Denise Fichter O Folgen Blending Al, empathy and future skills to develop ne... Die meisten 1:1 werden falsch genutzt! 21 ... mehr ``` ### 4C35857F-C6E8-4D07-AECF-CFC52927DDDC_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `2f8614b09948ad046bf51834a2c58607685ccb285efa0dfe2280fbb1ba7ac2d2` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.22 - Ähnlichster neuer Screenshot: 06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.20 Erkannter Text: ```text 15:24 A If this, then that Trigger Action 11 " If, Then" Algorithms for Self-Care " youve then avoid pursuing a goal.... telling people. It veleases cheap dopamine and tricks your brain into thinking you've already achieved it (lowering motivation). Move in silence. 2 If you're unhappy.. then start with brain heath. Sleep, huarate, exercise, eat well, rebalance vour dopawive with lessscreen time. Society labels many issues as mental health that're actually brain health. (Source: Dr. Daniel Amen) 3 If you experience a then write beantiful life moment.. it down. " I nonre comparing then stop yourself to others... Trust we: they have their own issues you'd never want. Only compare yourself to your former self. If they steal then run away your energy... from them fast. And if they're prone to conflict, then ditto. & nou see leaves then take a swaying in the oreere... moment to be present. The nature of reality is 100x more beautiful than any virtnal veality. a If you feel overwuneimed then turn by mainstream media... Best tacos ever. Fresentation you it off. crushed. Ponfire with Triends. You're allowed to NOT have your Save the wemory and, one day, the attention monetized. memory way save you. 10 lf youve recently It von tiwa vourself then stop. then now's the been destroyed by regretting past decisions... best time to something... change your life. You made the best choice at the time, Focus on your values and daily habits with the knowledge you had. Be at peace with it. To build vourse back stronger. You get to write how the story ends. It youre stuck then ask I If you're hen try goinc in a mental loop... yourself: feeling rushed... 185% "Is this useful?" "Slow is smooth. Swooth is fast." Car! "Will I care about this in l year?" Lewis, 9- time Olumpic Gold medalist, ran his fastest at 85% anyway Find this valuable? Follow me for more. Ben Meer CTO JOURNAL The CTO Journal 43.058 Follower:innen Upgrade Your Life with If-Then Algorithms ... mehr ``` ### 4FF0BDE8-4C31-45B3-8AAA-26E2B447E419_1_201_a.jpeg - Entscheidung: `needs-human-review` - Bild-Hash: `051cb8b25b36d181d537a3a5c61487fd4bd372332b82929b2f4c6556876feaee` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/26-interview-answer-bank.md - Ähnlichkeit: 0.13 - Ähnlichster neuer Screenshot: 4AFCBBB1-1608-4344-B67A-6B62AC24A7F1_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.03 Erkannter Text: ```text 30 E @grisha_ai • vor 2 Wochen (bearbeitet) Тут много кто смеётся, а этот закон описан в древнейшей книге мира - Дао Де Дзин от Лао Цзы. Хочешь что-то усилить, ослабь это. Хочешь ослабить? Укрепи это! Это закон Инь-Ян энергии. Воистину тот, кто научится этому, сможет управлять делами и положениями жизни. 3875 231 Antworten > ``` ### 5239E8DE-3917-4D07-A17F-64D8E96F1A7D_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `be5ba0992bde2aae9dd8fbf8a53036675dad0a0f6311cd2da96fdd79c2f5e027` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/04-eight-meeting-moves.md - Ähnlichkeit: 0.31 - Ähnlichster neuer Screenshot: 4AFCBBB1-1608-4344-B67A-6B62AC24A7F1_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.15 Erkannter Text: ```text 20:18 !!! < 32 ... 10 Regeln für wirksame Meetings - modern, effizient und mit KI-Unterstützung NEXT-LEVEL ADMINISTRATION Klare Zielsetzung - schon vor dem Termin Worum geht's? Was soll am Ende entschieden, geklärt oder angestoßen sein? Wer kein Ziel definieren kann, sollte keinen Termin ansetzen. Struktur & Agenda vorab teilen Keine Überraschungen. Alle wissen, was kommt - und können sich vorbereiten. Moderne Tools (Notion, Miro, etc.) helfen, die Agenda visuell und kollaborativ zu gestalten. Nur die, die wirklich gebraucht werden Wer keine aktive Rolle hat (Entscheider in, Inputgeber:in), muss nicht dabei sein. Lieber kleiner, schneller, wirkungsvoller. Kl zur Ideenfindung & Impulsgebung nutzen Ob Brainstorming, SWOT- Analyse oder Lösungs-optionen: Eine gute Ki liefert in Sekundenschnelle Denkanstöße. Das bringt Tempo und Tiefe. Kl als Protokoll- und Aufgabenhelfer Ki-Tools erstellen automatisch Protokolle, To-dos & Zusammenfassungen. Vorarbeit statt Vorträge Informationen werden vorher verteilt - im Meeting wird diskutiert, entschieden, priorisiert. So kann sich jeder auf den Inhalt Kl kann helfen, Inhalte aus E-Mails konzentrieren - nicht aufs oder Dokus in 1-Minuten- Mitschreiben. Zusammenfassungen zu verwandeln. Entscheidungen festhalten - sichtbar und nachvollziehbar Was wurde beschlossen? Wer macht was bis wann? Tools wie Asana, Trello oder KI- generierte Tasklisten helfen beim Nachhalten. Timeboxing: Jede Diskussion hat ein Zeitlimit Diskussionen laufen nicht endlos. Ein Timer hilft. Nachverfolgung ist Pflicht Das Meeting endet nicht mit dem „Danke für eure Zeit", sondern mit klaren To-dos und einem Follow-up-Termin. Meeting-freie Zonen & Alternativen stärken Nicht alles braucht ein Meeting. Asynchrone Kommunikation spart Zeit und Nerven. Finden Sie diese Übersicht hilfreich? Folgen Sie mir für mehr Dr. Antje Hoffmann www.next-level-administration.com 52 Dr. Antje Hoffmann Folgen Kanzlerin a.D. I Führung stärken • Strukturen versch... „Wir kommen in unserem Projekt einfach nicht weiter, wir müssen uns noch einmal ... mehr 11 ``` ### 523D9C20-9463-4C3D-95AA-ABE47EEE9E4D_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `0f1a2ab515511b162e507e2ed79cfa437e38215b553c0eeffda87cf091f03b11` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/08-effective-1-1s.jpeg - Ähnlichkeit: 0.17 - Ähnlichster neuer Screenshot: 46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.42 Erkannter Text: ```text Designing Your Life does mean that, if you want to be discov- ered, you need to describe yourself with the same words that the company uses. It also means that you don't want to talk about your amazing multidisciplinary skill set yet-it will only confuse the "fit" evalua- tion. Most mid-to-large-sized companies that use the Internet to collect résumés scan them into an HR or "talent manage- ment" database. The hiring manager never sees the original. Your résumé will be "discovered" in a keyword search of the c d most orten come from te jon description. So, to increase you chance of being dis- covered, use the same words that they used in the first part of the job descrip- tion. The specific skills that are listed as required are important, but often not a deal maker or breaker. Remember, their descriptions are written from the point of view of the current job, not the future. If 282 ``` ### 633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `d4522db4490253143d7ac8a7ade663288b8a1ed92ef8555fc1c70bee8f7ce6dd` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/04-meeting-moves.jpeg - Ähnlichkeit: 0.05 - Ähnlichster neuer Screenshot: 92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.71 Erkannter Text: ```text McKinsey & Company 19 Std. • G Al is moving fast, and while employees are ready, 6 Al workplace insights leaders need to know.pdf ... mehr 50+ percent of employees are concerned by potential Al inaccuracy and cybersecurity risks. Discover more Al insights at mck.co/superagency 717 €ỞO 444 Gefällt mir Kommentar Reposten 28 Kommentare 36 Reposts 1 Senden ``` ### 69C46DB5-7CEB-4B74-AF2F-992D2B02AFAC_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `2454a392460985b20c648fbe1bae135d67da8bf1a22755ea690ed45425f06ebf` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/01-strategic-leadership.jpeg - Ähnlichkeit: 0.08 - Ähnlichster neuer Screenshot: E451832E-4CF5-4D39-A110-96BCEC68A1B2_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.19 Erkannter Text: ```text He liked to receive suggestions from experts. He was the first provincial leader to set up a team of counselors."1 6 In 2002, Xi left Fujian and became Party secretary of Zhejiang Province where he focused on resolving tensions between rapid economic growth and sus- tainable development. After instituting thorough study of Zhejiang's situation, Xi concluded that the province needed comprehensive industrial restruc- turing. He ordered local authorities to shut down or transition from highly polluting and energy-consum- ing businesses. And he introduced the Double Eight Strategy, designed to stimulate Zhejiang's economy and attract foreign investments-and to help the province compete for business against nearby Shanghai and Jiangsu (Chapter 19). These strategies built Xi Jinping's reputation as an economic innovator and enabled Zhejiang to main- tain rapid economic growth, while also improving quality of life for its citizens, rural and urban. New cultural performance troupes were established in music and dance, new roads were built, education enhanced. As for political reform, Xi, who speaks fre- quently of the "rule of law," instituted a system for public scrutiny of officials. In meeting Xi Jinping in Hangzhou, Zhejiang's capital, I learned that in the province with China's highest concentration of private companies, Xi sought harmony between business owners and workers to ensure both economic development and social wellbeing'' His down-to-earth approach influenced the behavior of officials. Retired cadres in ``` ### 6BC2E71C-9011-46C1-B3D6-3D1A21A7E3B3_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `b8b7f7110947652441261084006aa42324f4c980e6dac0183a2b3b73829cd4c6` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.11 - Ähnlichster neuer Screenshot: C0E8319D-048B-40B5-BAEA-5DEB348F0AF1_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.67 Erkannter Text: ```text McKinsey & Company 19 Std. • G Al is moving fast, and while employees are ready, 6 Al workplace insights leaders need to know.pdf ... mehr 2.4x more likely Leaders must own their responsibility in driving Al transformation. COs are 2.4 times more likely to cite employee readiness as a barrier to adoption than to recognize challenges with leadership alignment and support. However, employees say they're ready. 5/7 444 28 Kommentare • 36 Reposts Gefällt mir Kommentar Reposten Senden ``` ### 71787C44-F3DE-458C-816B-CAD845CF45F8_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `684f332588c3bafbd77378f9b488676e3383eea043a28159099d361457d620ac` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/21-testable-objectives.md - Ähnlichkeit: 0.12 - Ähnlichster neuer Screenshot: 48A607B6-768A-4AFF-BAED-3437BCF4E15E_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.29 Erkannter Text: ```text MCKINSEY AT AWS RE: INVENT Top technology trends of 2025 000 Artificial intelligence Application- specific semiconductors Advanced connectivity Cloud and edge computing Immersive- reality technologies Digital trust and cybersecurity Quantum technologies Future of robotics Future of mobilty Future of bio- engineering McKinsey & Company C Future of space technologies Future of energy and sustainability ``` ### 7396635E-F0AF-4F56-A585-62E5226E45AA_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `7975020cebebba1486cd15bd11793678b0b11855549682843c02d41db73706d9` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.12 - Ähnlichster neuer Screenshot: 46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.27 Erkannter Text: ```text hiring manager buried under a sea of résumés will help you know how to design a more effective job hunt. Effec- tiveness in getting hired involves a simple yet important design reframe. Dysfunctional Belief: You should focus on your need to find a job. Reframe: You should focus on the hir- ing manager's need to find the right person. The bottom line is that there is no per- fect job that you perfectly fit, but you can make lots of jobs perfect enough. ``` ### 761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg - Entscheidung: `possible-duplicate` - Bild-Hash: `457733aec80dfdbb84233c3a4b849ce129ce86b2cdaaefdeeb7cae755944115d` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.13 - Ähnlichster neuer Screenshot: 033500BF-232F-4949-A1C3-7C50041FAA31_1_201_a.jpeg - Inbox-Ähnlichkeit: 0.86 Erkannter Text: ```text Q12. This last year, I have had opportunities at work to learn and grow. Growth Q11. In the last six months, someone at work has talked to me about my progress. Q10. Thave a best friend at work. Q09. My associates or fellow employees are committed to doing quality work. Q08. The mission or purpose of my company makes me feel my job is important. Teamwork Q07. At work, my opinions seem to count. Q06. There is someone at work who encourages my development. Q05. My supervisor, or someone at work, seems to care about me as a person. Individual Q04. In the last seven days, I have received recognition or praise for doing good work. Q03. At work, I have the opportunity to do what I do best every day. Q02. I have the materials and equipment I need to do my work right. Basic Needs Q01. I know what is expected of me at work. ``` ### 79EE532A-4E1B-4BA4-BB51-BEA9A1AD3209_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `00f537b48e1066c0fb4030bb29ec6cff32bad87fba5906e65fc2ed68d17b8439` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.13 - Ähnlichster neuer Screenshot: 523D9C20-9463-4C3D-95AA-ABE47EEE9E4D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.19 Erkannter Text: ```text Klingelton Designing Your Life know what types of people each of us is most interested in (whether it's as a poten- tial date or a potential employee)-the ones who are most interested in us. It goes back to curiosity-one of the most important life design mind-sets. Whether you are seeking your first job, changing careers, or choosing an encore career, you need to be genuinely curious. That's what prototyping conversations and prototyping experiences are all about: being open and curious about the possi- bilities. We call it pursuing latent wonder- fulness. What this means is that you ask yourself, "Is there a 20 percent chance there's something interesting to me going on somewhere in this organization? Is there a 10 percent chance?" If the answer is yes, then don't you want to find it? Of course you do, and that desire to find it allows you to show genuine curiosity and a willingness to pursue the latent wonder- fulness in an organization you may have 316 ``` ### 7D3FAE19-D283-489F-A079-5AE4C222C5EE_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `af1decfc089e2f9210b5ff96b491bc58cee0831b49d45b708e61b8f107d01e38` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/05-strategy-workflow-os.jpeg - Ähnlichkeit: 0.20 - Ähnlichster neuer Screenshot: 29F28BAD-8858-44B6-AF68-E6A2FCC23CAD_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.45 Erkannter Text: ```text 6 TOOLS TO LEAD CHANGE Essential change leadership models to help you and your team to thrive in change Kotter's 8 Accelerators (revised model) The Big Opportunity HOW TO USE: • Create urgency • Build a coalition • Form a strategic vision • Enlist volunteers • Enable action • Generate quick wins • Sustain acceleration | • Institute change 4 Principles • SELECT FEW + DIVERSE MANY • HEAD + HEART| • HAVE TO + WANT TO • LEADERSHIP + MANAGEMENT Prosci's ADKAR Model AWARENESS DESIRE K KNOWLEDGE ABILITY HOW TO USE: • Announce, explain and give opportunity for questions • Gauge response, enlist champions and address concerns • Provide training, address skill gaps, provide resources • Practice, monitor, set reasonable goals and adjust as needed • Monitor and provide feedback R REINFORCEMENT 3 Phases Prepare | Manage | Sustain Lewin's Change Model HOW TO USE: • Unfreeze • Understand current state • Obtain buy-in • Create the vision • Communicate and be transparent • Change • Information and capability • Empower and quick wins • Refreeze • Reward effort and get feedback • 1:1 training and support Heath Brother's Switch Model 3 Beliefs • What looks like resistence is often a lack of clarity • What looks like laziness is often exhaustion • What looks like a people problem is often a situation problem HOW TO USE: • Direct the Rider • Find bright spots • Script critical moves • Point to the destination • Motivate the Elephant • Find the feeling • Shrink the change • Grow your people • Shape the Path • Tweak the environment • Build habits • Rally the heard McKinsey's 7-S Model 5 Phases • Identify gaps • Ideal org. design • Create plan • Implement • Maintain momentum HOW TO USE: • Hard Elements • Structure - accountability • Strategy - alignment • Systems - processes and procedures • Soft Elements • Shared values - govern the org. health • Skill - capabilities • Style - how we show up • Staff - the right people Bridge's Transition Model HOW TO USE: • Address staff concerns • Support and build capability • Set KPI's for transition • Ensure managers are trained • Prepare the team • Encourage learning • Assess progress Endings Transition Beginnings Support your teams emotional journey WANT A HIGH-RES PDF VERSION? SUBSCRIBE TO MY NEWSLETTER ON VAUGHANBRODERICK.COM FOLLOW VAUGHAN BRODERICK TO UNLOCK YOUR GENIUSI REPOST TO HELP YOUR NETWORK ``` ### 80221938-71ED-47F8-8CD6-E06676C76B63_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `d2ba3f91efb156fd740d1d15773cc2bf8b726e3b869b45519909a9883704e36f` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/02-weekly-leadership-questions.jpeg - Ähnlichkeit: 0.13 - Ähnlichster neuer Screenshot: 633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.63 Erkannter Text: ```text McKinsey & Company 19 Std. • G Al is moving fast, and while employees are ready, 6 Al workplace insights leaders need to know.pdf ... mehr 3x more Employees are using Al for a third or more of their work at three times the rate leaders imagine. Over 70% of all employees believe Al will change at least 30% of their work within the next three years. 2/7 444 28 Kommentare 36 Reposts Gefällt mir Kommentar Reposten Senden ``` ### 8CCCE54F-DC8E-458D-93FA-73DE782AB356_1_105_c.jpeg - Entscheidung: `needs-human-review` - Bild-Hash: `a6b21b44eb805f0a463e044428412c2e2e36caae64545bbd66ead1d24edf602a` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.00 - Ähnlichster neuer Screenshot: - - Inbox-Ähnlichkeit: 0.00 Erkannter Text: ```text паузу — раз, два, три — и после этого говорить. Кстати, и ска--- вас будет возможно U - - ч-четыре секунды у А вот если вам надо доложить результат, я бы советовала избегать лишних пауз. Такого рода сообщения готовятся по плану и ценятся именно за темп и ритм. Пауза предполагает эмоциональный контакт, это, как мы говорили, соус, а такое блюдо, как доклад, в нем не нуждается. В этом случае паузы могут вам навредить. Для того чтобы поддержать компанию, требуется, конечно, искусство рассказчика. А оно подразумевает паузы. Я специально обращала внимание на Радзинского, Вульфа, Задорнова, а если говорить про старые записи, то можно вспомнить Ильинского, любимого мною Андроникова - как они выдерживают паузы! А как хорошо молчит Виктор Шендерович! ``` ### 8CE81A3B-E1C0-49DC-A041-A96BE044587E_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `5a4d8279ddfb25c8192f9944518b73255a3ca3f4a993668f0738ddba48a3bc70` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.13 - Ähnlichster neuer Screenshot: B747FD3A-A228-4E1D-86E4-6A3A6CA3EDAB_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.21 Erkannter Text: ```text 23:02 M 45 Samstag 09:02 .. • 09:02 A ::! • 100 + 20 SENTENCES THAT WILL MAXIMIZE YOUR SPEAKING SKILLS 1. Best story wins. 2. Speak like you are talking to a friend. 3. Look the audience in the eye. 4. Confidence without cockiness. 5. Don't be boring 6. Don't inform, inspire. 7. Clarity trumps complexity. 8. Show up with an intention to give. 9. What do you want the audience to know, feel and do? 10. Blow them away with your first sentence. 11. Let your hands tell your story. 12. Pause for emphasis. 13. Kill boring slides. 14. Show, don't just tell. 15. Cut your umms and aahs. 16. Humor connects - but make sure it lands. 17. Let your passion shine through - it's contagious. 18. Focus on one idea. 19. The audience is the hero, never you or your company. 20. Be an energy-giver, not an energy-taker. Find this valuable? Subscribe to my newsletter via the bio link Oliver Aust CTO JOURNAL The CTO Journal 43.030 Follower:innen Enhance Intelligence and Achieve Goals ... mehr ``` ### 8DDBDBC4-BBBE-4A6B-BCDD-E1692217A58D_1_105_c.jpeg - Entscheidung: `possible-duplicate` - Bild-Hash: `5b145b872c7dee28f8e0efceb2b4b0f7f80387fe035363afb69bcfed0c12f391` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.16 - Ähnlichster neuer Screenshot: E1EAC920-78A6-435B-8EF8-B7034289BA2D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.73 Erkannter Text: ```text Sean McPheat in • 2. Ihren Newsletter anzeigen 4 Std. • © Don't start your team meetings with these words. Don't Start Your Meetings Like This... "This shouldn't take long..." False promises destroy trust when it runs over. + Folgen ... mehr Say this instead: "This will take the time it needs-but no more." Follow Sean McPheat- for more content 5/7 275 143 Kommentare • 26 Reposts Gefällt mir Kommentar Reposten Senden ``` ### 92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `b5f2171b5343aa4a2d0ca9fde89e8adb35ab4172df9b1ee6c2ae6cc0234e9650` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.09 - Ähnlichster neuer Screenshot: 633363E7-6102-4ED3-87EE-C384FE1C070D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.71 Erkannter Text: ```text McKinsey & Company 19 Std. • © Al is moving fast, and while employees are ready, 6 Al workplace insights leaders need to know.pdf ... mehr McKinsey & Company BY THE NUMBERS Al workplace insights O leaders need to know Our "Superagency in the Workplace" report highlights how leaders can unleash the power of Al for their teams 1/7 444 28 Kommentare 36 Reposts Gefällt mir Kommentar Reposten Senden ``` ### 9382D421-645B-42B5-9B0B-A52018E642CB_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `e94aa2e3087c23a28379e7e774654a83453a1bf43c5aafc01db6531601cd4a3d` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.11 - Ähnlichster neuer Screenshot: 523D9C20-9463-4C3D-95AA-ABE47EEE9E4D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.13 Erkannter Text: ```text "we are now encountering some probler. How China's Leaders Think +S, such as environmental issues, resource sourcing and allocations, and the demand for upgraded indus- trial talent." Solutions included greater innova- tion to improve core competitiveness, and "strengthening education and training programs to cultivate quali- fied talent (and also importing talent from other places)," Xi noted. And he stressed the need to "coordinate and balance" various interests, in order to build a harmonious society "in a phase characterized by rapid eco- nomic growth and conflicts between interest groups." Zhejiang's statistics, current and forecasted, were impressive, but more so were Xi's passion and com- mitment. Not only did he know plans and details, he loved discussing them. ``` ### 94656C87-B4F5-4368-8A7E-EF91F8C100E8_1_105_c.jpeg - Entscheidung: `possible-duplicate` - Bild-Hash: `7cf7b2a716e7763766620748915e91748b3310e6872c035007e6d14f85ecf163` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.12 - Ähnlichster neuer Screenshot: D829DEED-EE52-4060-8FF5-92169AA29853_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.81 Erkannter Text: ```text which means that workers salaries must in How China's Leaders Think increasingly difficult for China in gen- eral, and Zhejiang in particular, to remain a low-cost producer. Thus innovation is essential to maintain growth, by moving up the value curve and producing higher margin goods. It's a national objective set by Presi dent Hu and taken seriously in Zhe- jiang. Companies are now formulating transformational strate- gies, such as via automation, propri- etary brands, or comoany retail ``` ### 955A9646-12A3-452C-B624-37B3852BD2C0_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `4fbce5d10dd07fb2e8cd9d36668cb6d5bd9a514b5050d13738c74cf6490b49bb` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.11 - Ähnlichster neuer Screenshot: 29F28BAD-8858-44B6-AF68-E6A2FCC23CAD_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.50 Erkannter Text: ```text 09:03 HOW TO LEAD THROUGHI CHANGE!! STRUCTURE FUTURE CHANGE CREATES LOSS n- IDENTITY THE OLD WAY CRANSITION SHOW THESE CORE THINGS DURING THIS TIME: E YOU'RE CONCERNED I YOU CARE = CHOOSE WHAT CHANGE BRINGSS DARK SIDE / LIGHT SIDE lo FEAR • GROWTH 1O UNCERTAINTY • PROGRESS • DOUBT • INNOVATION - WILLIAM BRIDGE'S TRANSITION MODEL. THE WAY IT WAS O ANNOUNCE THE CHANGE • EXPLAIN THE WHY • SET THE TIMELINE TRANSITION NEW NORMAL • GIVE CLARITY • DOCUMENT ALL • SE PATIENT • CLEAR END • SHOW YOU CARE • RETRO CHANGE TURF CHANGE THE EXTERNAL EVENT. A RE-ORG. A NEW LEADER, OR NEW PROCESS. HAPPENS QUICKLY! PURPOSE TRANSITION AN INTERNAL EVENT. THE EMOTIONAL i PSYCHOLOGICAL SHIFT TO ADJUST TO CHANGE. THIS TAKES TIME! CONTROL THE HEAD i i THE HEART THE NEW WAY GIVE THESE TO YOUR TEAM "WHY ARE WE PURPOSE DOING THIS?. PICTURE (CAST A VISION) WHY WILL THIS BE BETTER 2. PLAN - HOW ARE WE GONNA GET THERE? - PART (THEIR ROLE) HOw ARE WE GONNA MAKE THIS HAPPEN?. KACY MAXWELL 5 CTO JOURNAL The CTO Journal 43.078 Follower:innen The Bridge Transition Model ... mehr ``` ### 99829866-0C94-41BE-9DF0-BB96B1FDA180_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `e146c2d9434b16403d1c8f0882e2b2f922d9cd1ee77b02b4c8351398425e0f5b` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.12 - Ähnlichster neuer Screenshot: C27140F0-7294-4117-A5C6-FEC56943220D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.20 Erkannter Text: ```text 13:24 M 67 + ... How High Performers Stop Saying Sorry BUILD CONFIDENCE AT WORK When You're Running Late Sorry I'm late Thanks for your patience Missed A Deadline Sorry I missed it l appreciate your flexibility Following Up Sorry to bug you I'm following up on our discussion Asking for Feedback Sorry if I did this wrong I'd like your feedback on this For more like this follow Making A Request X Sorry to bother you When you have a moment... Can't Attend Sorry I can't make it I'm committed elsewhere Setting Boundaries X Sorry, but i need.... Here's what works for me Receiving Feedback Sorry I messed up Thanks for the feedback Dr. Miro Bada For Small Mistakes X Sorry For The Delay Thanks for being patient with me. Asking A Question X Sorry if this is stupid I'd like clarity on... During Meetings Sorry to interrupt I have something to add Getting Attention Sorry for talking so much Thank you for listening Get my top 50+ cheat sheets here: PeakProtocol.co 461 Dr. Miro Bada in Doctor inspiring greatness | Follow for Career and P... Your words create your worth ... mehr 121 ``` ### A1675794-A0DE-4559-A27B-94FE93E4B121_1_201_a.jpeg - Entscheidung: `new-card` - Bild-Hash: `0a2a7098107904c5fc9eb6312528488efe34bdcee5a6c683fbff93d365de357e` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.14 - Ähnlichster neuer Screenshot: C27140F0-7294-4117-A5C6-FEC56943220D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.16 Erkannter Text: ```text MANAGEMENT CHEAT SHEET BY ANDREW LOKENAUTH | TheFinanceNewsletter.com Regret Minimization Make decisions based on what you'll regret the least in the future. Think long-term. Sunken Cost Fallacy Makes you stick with a bad decision because you already invested in it Don't keep investing time, money, or effort into something just because you've already invested a lot. Alder's Razor Trust your intuition and gut feelings when something doesn't seem right. If something feels wrong, it is. Dunning-Kruger Effect People who know the least about a topic overestimate their knowledge, while experts tend to underestimate it. Beware of overconfidence. Parkinson's Law Work expands to fill the time available. If you give yourself a week to do a day's work, it will take a week. Set tight deadlines to avoid procrastination. Anchoring Bias Bias that makes us rely too much on the first piece of information you hear. Always seek multiple sources. Patton's Razor A good plan today is better than a perfect plan tomorrow. Don't get paralyzed by overthinking. Take action. Hofstadter's Law Things always take longer than you expect. Give yourself extra time. Want moro tine like thie? ``` ### A2DA8E15-83F1-49BA-B746-D1828A523082_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `aa74962397956b4c34d0d4b077f8f03d770f261759f8eadbaea04c7ed68860b0` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/08-effective-1-1s.jpeg - Ähnlichkeit: 0.15 - Ähnlichster neuer Screenshot: 761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.33 Erkannter Text: ```text 20:15 M 34 ... HOW TOP LEADERS LEVERAGE VISIBILITY FOR CAREER GROWTH Turn Your Work Into Recognition and Promotion P R E S E N E Position Your Value Refine Your Brand Story Engage Strategically Speak With Confidence Expand Normalize Your Network Consistency Communicate With Impact Evaluate and Evolve Presence fades fast when it's not built intentionally PIE Framework enough the does sees no one sees it. PERFORMANCE your work 10% Forbes' 5 ive Ways To Boost Your Visibility And Make Your Voice Heard At Work Visibility Venn isibility isn't self-promotior 's career strateg) | = Influence 30% IMAGE how others perceive your work 60% EXPOSURE / who actually knows about your work • Build Strategic Relationships Develop Your Communication Skills Speak Up with Confidence Utilize Various Communication Channels 5 Be Persistent But Patient VALUE VOICE What you bring - How - you express VISIBILITY Where it's seen Why Visibility Matters Being good isn't enough... being noticed is. Overlooked Recognized Undervalued Rewarded Stuck Promoted Invisible Influential Ignored → Trusted Visibility Ladder Each step is earned through consistent habits to turn good work into visible impact REFERENCED SOUGHT AFTER VALUED KNOWN INVISIBLE Get cited: turn your expertise into repeatable ideas Teach others: lessons, insights, and ideas. Tell stories: connect your work to real results. Share wins: let people see what you're working on. Weekly (The 3-3-3 System)| → 3 conversations (mentors, peers, leaders) → 3 contributions → (posts, comments, or shout-outs) 3 celebrations (your wins or others) Sustain Your Visibility 30-Day Thought Leadership Map → Repurpose key stories into 4 themes: results, lessons, values, and impact. → Ensures consistent presence aligned with your story. → Review and nurture intentionally every quarter Quarterly Relationship Capital → Categorize people as Mentors, Sponsors, Allies, Connectors, Advocates. → Review and nurture intentionally every quarter Stephanie Hills, Ph.D. Join Free → stephanieshills.com/careerfreedomwebclass 46 56 Stephanie Hills, Ph.D. in Folgen Fortune 500 Tech Exec turned Executive Coach | He... I used to think visibility was vanity. That talking about my work meant I was ... mehr ``` ### AE9C8FC7-4148-4DCD-992E-BE547B48FE26_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `b0538b7ad92bee2f7511715f80bd343715ab52385b8ef298c77759573df34a79` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/03-write-less-like-ai.jpeg - Ähnlichkeit: 0.14 - Ähnlichster neuer Screenshot: 7D3FAE19-D283-489F-A079-5AE4C222C5EE_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.19 Erkannter Text: ```text 15 AI SKILLS TO MASTER IN 2025 1. Prompt Engineering Learn how to write precise, context clear prompts for LLMs like ChatGPT, Claude, and Gemini. A good prompt leads to better outputs, whether you're writing, coding, researching, or generating ideas. Grok 3 4. Al Agents Use multiple Al agents using frameworks like LangGraph, AutoGen, and CrewAl. These agents can handle tasks collaboratively-like customer support, research, or data analysis. LangGraph CrewAI AutoGen 7. Voice Al & Avatars Create lifelike Al voices and avatars using tools like HeyGen, ElevenLabs, Vapi, and Synthesia. Use them for YouTube videos, online courses, explainer content, or virtual influencers. Synthesia HeyGen Vapi Eleventabs 10. Saas Development Launch small but powerful SaaS tools by integrating APis with no-code builders like Bubble, Softr, Lovable, Cursor, Airtable. Validate quickly, iterate faster, & monetize early. 13. Al Chatbots Learn how to create Al voice and text chatbots by using tools like Chatsimple that help with customer support and inbound lead generation. Dante Al 2. Staying Updated Stay informed with changelogs, papers, podcasts, and newsletters like OpenAl News and Mindstream. The field evolves rapidly, so should your knowledge. OpenAl News 5. Multimodal Al Use Al models like ChatGPT-03, Gemini 2.5 Pro, Claude 3.7 Sonnet, and Grok 3 to work with images, audio, code, and text in a single workflow. These models go beyond words-they understand visuals and sound too. ChatGPT-o3 Gemini 2.5 Sonnet 8. Al Tool Stacking Combine the power of multiple Al tools like ClickUp, Notion, and Zapier to manage your digital workspace. Notion Hubspot ClickUp 11. LLM Management Evaluate LLM performance by tracking accuracy, hallucination rates, latency, and cost using frameworks like PromptLayer, Trulens, or Helicone. Promptlayer Helicone Trutens 14. Website Creation Learn how to create professional and beautiful websites for startups, small businesses and creators with Al website builder tools like Webflow, Gamma, Dora, Wegic, and also learn how to build websites using Al coding tools. 3. Retrieval-Augmented Generation (RAG) Connect LLMs to your private data sources (PDFs, Notion, internal docs) using tools like LangChain, Llamaindex, or Vectara. This improves the accuracy and trustworthiness of Al responses. Long endin 6. Fine-Tuning and Al Assistants Use platforms like OpenAl GPT Builder and Hugging Face to fine-tune models or create domain-specific Al assistants. Cohere Hugging Foce OpenAl GPT Builder 9. Al Video Content Generation Use tools like Runway, VEED, Opus to turn blog posts or scripts into videos. Add Al voiceovers, edit with Al, and create stunning content. Runway Veed 12. Al Content Marketing Learn how to work with Al-powered content marketing tools like Writesonic and Jasper to create content with Al to rank on Google and other LLMs. 15. Al Workflow Automation Automate repetitive tasks in your business or daily life using tools like Zapier, Make.com, and n8n ``` ### AF429E89-D3A8-4E80-8760-11DF7D78A49C_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `fce84f9873bbb991b60b537fb48161a2462a57748e1f415420db8ff5585bd96a` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/04-meeting-moves.jpeg - Ähnlichkeit: 0.06 - Ähnlichster neuer Screenshot: 92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.56 Erkannter Text: ```text McKinsey & Company 19 Std. • © Al is moving fast, and while employees are ready, 6 Al workplace insights leaders need to know.pdf ... mehr 39% Bloomers are optimistic about Al and seeking responsible solutions 19% Zoomers embrace rapid Al adoption 37% Gloomers pragmatists favoring top-down regulations 4% Doomers fear existential risks The workplace has both Al optimists and pragmatists. Organizations have a unique opportunity to narrow the gap and increase buy-in through targeted engagement and training. 3/7 444 28 Kommentare 36 Reposts Gefällt mir Kommentar Reposten Senden ``` ### AFD0F78A-9E76-4735-9044-2D9EB12C72D8_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `37a33a4b194dca68b8cb88a8d8731e2cf9c8a025ce9cbe14e8ba4b4732d51cb5` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.13 - Ähnlichster neuer Screenshot: 8CE81A3B-E1C0-49DC-A041-A96BE044587E_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.13 Erkannter Text: ```text 15:36 :!! 5G 34 ... 1. THE 5-5-5 RULE • Sean 5 faces; Hold each gaze for 5 seconds • Repeat every 5 minutes • Creates authentic connection PUBLIC SPEAKING STRATEGIES NOT TAUGHT IN SCHOOL 2. POWER PAUSE • Dead silence for 3 seconds after key points • Let your message land 3. THE 3-PART OPEN • Hook with a question • Share a story • State your promise ))) 4. PALM-UP PRINCIPLE • Open palms when speaking = trustworthy • Pointing fingers = confrontational No! 5. THE 90-SECOND RESET • Feel nervous? • Excuse yourself • 90 seconds of deep breathing resets your nervous system 6. THE RULE OF THREE • Structure key points in threes • Our brains love patterns • Information sticks better 7. 2-MINUTE STORY RULE • Keep audience engaged with stories under 2 minutes • Any longer, you lose attention 8. THE LIGHTHOUSE METHOD • Plant "anchor points" around the room • Rotate eye contact between them • Looks natural, feels structured 9. THE POWER POSITION • Feet shoulder-width apart • Hands relaxed at sides • Projects confidence even when nervous 10. THE CALLBACK TECHNIQUE • Reference earlier points later in your talk • Creates a narrative thread • Audiences love connections 11. THE REHEARSAL TRUTH • Practice the opening 3x more than the rest. • Nail the first 30 seconds; you'll nail the talk. Follow me Heather Maietta for more content like this. 124 Dora Vanourek in Helping execs in new roles accelerate impact, build... 75% of people fear public speaking more than death. ... mehr 100 ``` ### B0AEC00C-4AD9-4FE9-B746-C2F836353D74_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `b026e7e2b68cf4897cb77fa0326ad4ac45095995f442070ea547534bcdffaf47` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.13 - Ähnlichster neuer Screenshot: 92A263C3-6CBC-4AAB-A80A-8FF2AAEFF8FD_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.15 Erkannter Text: ```text province-level municipality reporting directly to the central government and seen as the gateway to Chi- na's Great West. Shortly after moving to Chongqing, Bo encour- aged local officials to debate on live broadcasts, a pioneering move that encouraged government transparency and efficiency. When Chongqing taxi drivers struck over what they claimed to be high license fees, Bo negotiated directly with their repre- SE U OL - er local leaders have done in similar situations. "Ordi- nary people are very rational and understanding," Bo said. "As long as you address the issue with trust and mutual respect, there's nothing that can't be properly solved." All China's future senior leaders are proudly pro- business: they are energetic and innovative and like to make things happen. This new generation has one striking difference with previous generations. Previously, the majority of leaders were schooled in science and engineering-indeed, all nine members of the 2002-2007 Politburo Standing Committee were trained as engineers: President Hu in water conservation and hydropower, Premier Wen in geol- ogy, Vice President Zeng Qinghong in automation, etc. Former President Jiang Zemin too was an engi- neer (electrical and power). China's future leaders are trained largely in the social sciences-law, economics, history and journal- ism. When President Hu visited the U.S. in 2006, 1 wrote a commentary in BesinessWeet roting that ``` ### B19C52E7-B28A-4A31-B3F0-4E8F94F95C41_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `b25fc7732027e31e9a204c4f0a20524d20a9241b3b3427af19cf538ef6467f9f` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.06 - Ähnlichster neuer Screenshot: A2DA8E15-83F1-49BA-B746-D1828A523082_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.13 Erkannter Text: ```text tude shifted from 'solely relying on govern- ment' to 'being supported by government and implemented by society'" Within just a few years, Suqian's educational level became no. 1 in north Jiangsu. Senior high school attendance increased from 48% to 89%. The number of students qualifying for college increased 50%. Ain tracenthat all hierafarma haun hann car vision: "Taking people's progress as our pur- pose," he says, "we must enhance people's longevity, employment, entrepreneurship, innovation, and competition." To develop these five capacities, he says, five changes are required: "turn the population into a work- force, turn the workforce into manpower, turn manpower into talent, turn talent into capital, and turn capital into wealth-so that in the end the wealth created will benefit the people." Qiu He also instituted reforms in gover- nance, pioneering Public Recommendation and Public Election-the solicitation of public opinion prior to the appointment or promo- tion of officials. Candidates' names were publi- cized, allowing any criticisms from ordinary citizens-particularly regarding corruption-to he investidate netore candiantostonk office ``` ### B229BD6F-6BDE-4507-BB47-DC81036286FB_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `b72fc08c539faf7e96229e419dbaabd056e49b50d36825dce271cacfeae25b66` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/08-effective-1-1s.jpeg - Ähnlichkeit: 0.17 - Ähnlichster neuer Screenshot: 46F609FC-49FA-47C9-AF2E-64476E2318ED_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.32 Erkannter Text: ```text Designing Your Life you have those specific skills, great; add them to your résumé, word for word. If you don't, list very specific skills that are similar. Find ways to describe those skills that might come up in a keyword search based on the job description. Finally, in the "screening candidates" phase of the hiring process, people are looking for a skills match. Once you get to the interview, you have to be very careful to craft a good "fit" story. If you are trying out for a softball team and the softball manager needs a pitcher, that's what he's looking for. Not a catcher, not a right field- er. Now is not the time to talk about col- lecting baseball cards, winning baseball trivia ‹ U king basebal-snapea cakes. rou just talk about pitching. In the screening phase of the process, do not talk about your other amazing talents or bring up skills you pos- sess that aren't part of the job description. You will come across as unfocused. You might sound like you are not interested in 283 ``` ### B747FD3A-A228-4E1D-86E4-6A3A6CA3EDAB_1_105_c.jpeg - Entscheidung: `possible-duplicate` - Bild-Hash: `6f1fface9760301e9e9dfee93260ac392d54b78db28bae519de1978f7df4f9de` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/04-meeting-moves.jpeg - Ähnlichkeit: 0.16 - Ähnlichster neuer Screenshot: E1EAC920-78A6-435B-8EF8-B7034289BA2D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.77 Erkannter Text: ```text Sean McPheat in • 2. Ihren Newsletter anzeigen 4 Std. • © Don't start your team meetings with these words. Don't Start Your Meetings Like This... "Let's just quickly run through the agenda..." Sounds boring. Sets the tone for passive listening. + Folgen ... mehr → Say this instead: "Let's focus on the 2 things that will move us forward today." Follow Sean McPheat- for more content 3/7 275 143 Kommentare • 26 Reposts 1 Gefällt mir Kommentar Reposten Senden ``` ### C0E8319D-048B-40B5-BAEA-5DEB348F0AF1_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `7ea1cee90ad9210c1266a611f9d909e65eb13bb8317c58f8b87a7167724e7236` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.11 - Ähnlichster neuer Screenshot: 6BC2E71C-9011-46C1-B3D6-3D1A21A7E3B3_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.67 Erkannter Text: ```text McKinsey & Company 19 Std. • G Al is moving fast, and while employees are ready, 6 Al workplace insights leaders need to know.pdf ... mehr 44 percent Millennials are 44% more likely to report extensive familiarity with gen Al tools compared to their peers. They are also 17% more likely to expect workflows to change. 4/7 444 28 Kommentare 36 Reposts Gefällt mir Kommentar Reposten Senden ``` ### C105349D-E142-406E-AD90-A5F43E9947E2_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `c18c177670e7fbd724f8db2156315ae3ee220267d660434874dd4d9f80ff0956` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/05-strategy-workflow-os.jpeg - Ähnlichkeit: 0.10 - Ähnlichster neuer Screenshot: 7D3FAE19-D283-489F-A079-5AE4C222C5EE_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.10 Erkannter Text: ```text 11:26 !!! 62 + ... 8 ChatGPT Prompt Frameworks To Help You Master Al 3 M 7 R-T-F Role: Specify the role you Task: Define the task you Format: Indicate the format T-A-G Task: Define the task at Action: State the action Goal: Clarity the goal to be D-R-E-A-M or context Research: State the research needed. Execute: How to execute the plan. the results. Measure: Define how to C-A-R-E Context: Give the context. Action: Describe the action Result: Clarity the expected Example: Provide an example for clarity. EXAMPLE: Role → Act as a brand strategim Task → Sor a R:8 SuaS foundie Bullet poines with con value props, procl Action Coal lengeuve cursoner retention → rate by 15% over the next 6 EXAMPLE: Define netiple dum can wer intendices al CRM diA unch a 3 mooch reten xecute — programme with ceboat Analyse → Capable as bee EXAMPLE: Context → cn Action • Нісег ресбакт аборею! this to hote Example 2 S L • 6 8 S-O-L-V-E Situation: Define the Objective: Specify the Limitations: Define any imitations or constraints. Vision: Outline the vision or goal. for execution R-A-C-E Role: Specity the character Action: State the basic instruction or the job you need to be done. Context: Provide the background information the Expectation: Describe the P-A-C-T Problem: Define the Approach: Describe the Compromise: Write about Test: Define the test or R-I-S-E Role: Specity the role. Input: Describe the input Steps: Could you ask for steps to follow? Expectation: Describe the Situation Objective Umitations → Seal prod Sain Vision one die ote then • Keader for mis market s Erecution → live at all demn co EXAMPLE: Role Sou are a Bib go to Action build a cold outreach → mock inchoding saging, snature, and СТА. The dicet sells workfion Context spectation a ta era n EXAMPLE: Problem Approach Low convention rate from → fine triala to paid plans sign coboarding to within the fing May delay feature rollout Compromise while Ux changes are Test → uplift over a 6 weck A/B EXAMPLE: Input → perfoemince data and Steps Expectation =* revenue tarpets in the next Download this high-res sheet from my newsletter Step by Step. Join 400,000 people and subscribe here: chris-donnelly.co.uk 733 Josh S. Folgen Co-Founder @ The Creator Accelerator. Head of Co... There is no point in using GPT... ... mehr 142 ``` ### C27140F0-7294-4117-A5C6-FEC56943220D_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `8429d25b3724002ce16f147d5c6b5a70ede6ccfd08ea68ab3ffd65fa173bfced` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.14 - Ähnlichster neuer Screenshot: 761B3539-1051-426E-AF7E-28915FD09CA7_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.20 Erkannter Text: ```text 20:19 !!! 32 ... How High Performers Set Boundaries WITHOUT BURNING BRIDGES Unrealistic Deadlines I'll make it work. Let's set a more realistic timeline. Last-minute Meetings Drop everything to attend. I need 24-hr notice unless it's urgent. 5PM Project Dump X Stay late regularly. Lunch Interruptions X Skip meals to help. I can start this tomorrow morning. I'll help you after my break. X Personal Time Sure, anytime! I'm available between 9-5. Urgent vs Important X React to every "ASAP." What's the actual deadline? Role Expansion Take on everything. Let's review my core duties. Vacation Messages Keep checking emails. I'm fully offline until [date]. For more like this follow Dr. Miro Bada Weekend Work Respond immediately. I'll address this first thing Monday. Scope Creep X Accept extra work silently. That's outside our agreement." Meeting Marathon Accept all invites. Could this be an email? After-Hours Calls X Always available. Unless emergent, let's connect tomorrow." Get my top 50+ cheat sheets here: PeakProtocol.co 87 45 Dr. Miro Bada in Folgen Doctor inspiring greatness | Follow for Career and P... If you want to become a high performer ... mehr ``` ### C2F01CF7-A30D-4FD9-8368-AF949D2D9658_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `b2557cb38b48771170ec7406d6ab1021b8e604a02a122a918473e47cef99b49d` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/31-generational-leadership.md - Ähnlichkeit: 0.03 - Ähnlichster neuer Screenshot: E276E76B-2B8F-482F-A0BB-B0EF9D3B2BE5_1_201_a.jpeg - Inbox-Ähnlichkeit: 0.23 Erkannter Text: ```text -y & Company Many travelers show a growing openness and trust in emerging travel technology 60% Of consumers are familiar with Al-based travel planning tools Of consumers find Al 90% • tools helpful for planning such as budgeting and cost estimation Source: US Skif Traveler Tracker Survey, 2025 22:01 ``` ### CEA127DE-DDD3-4732-A550-D949C4A7CCEF_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `8c676e22fefeafa57bc757423f92bc2e69fe07d9e0a50b68aa933965c2962937` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.15 - Ähnlichster neuer Screenshot: E0AAB67E-030A-4B43-892B-2D23F582D8A3_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.25 Erkannter Text: ```text Auszug petence and your areas of incompetence, and this is how you manage your career. You go all the way to that line, and you stay there until you can push the line forward" with new skills, hard-won experience, and a better team around you. This is not about acking confidence; it is about recognizing where you excel, but also what you need to learn and where you need to rely on the expertise of others. Amon contin- ued, "If you're still the same executive you were a year ago, I'm not sure you deserve the next promo- tion." Our best, most successful, and longest-lasting CEOs share this realistic, lifelong learning point of view, and boards are impressed by that unique com- bination of behaviors when they witness how you show up for board meetings where you're now being considered a CEO candidate. You'll give the board a new lens for looking at you beyond your current role as a chief financial officer (CFO) or division president or other prior C-suite role. But, remember, boards will instantly and easily sniff out false modesty from all the candidates in the running because every board member is also well rehearsed at spinning a good yarn. As a former CEO himself at Palo Alto Networks, Qualcomm Chairman Mark McLaughlin told Mark that "you learn quickly as the next leader of the enter- prise that you still have much, much, more yet to learn than you expected, no matter how well pre- pared you thought you were to become CEO. And that's intensified by everyone's expectations that you 40 ``` ### D6C89A41-AB67-4327-BCC8-B971C5631E5D_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `f6072e83f14d7968103552ca10ed18ed068bdb83867241282edd02598b46c13e` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.12 - Ähnlichster neuer Screenshot: 06975F54-EE5B-4CA5-8F99-84A64B1114F4_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.21 Erkannter Text: ```text Never Split the Difference: Negotiating as if Your that after l'd said "No" to him, I often found that I was open to hearing what he had to say. That's because having protected myself, I could relax and more easily con- sider the possibilities. "No" is the start of the negotiation, not the end of it. We've been conditioned to fear the word "No." But it is a statement of perception far more often than of fact. It seldom means, "I have considered all the facts and made a rational choice." Instead, "No" is often a decision, fre- quently temporary, to maintain the status quo. Change is scary, and "No" provides a little protection from that scariness. Jim Camp, in his excellent book, Start with NO,! counsels the reader to give their adversary (his word for counter- part) permission to say "No" from the 205 ``` ### D7CADB8C-77B1-4296-A9BD-79A894F22388_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `cffb0f77a434967ac47c26da23df1cd0488de18b5c691ea7b1d6a75b38401dc4` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.11 - Ähnlichster neuer Screenshot: 13EC69A2-42F1-4C19-9D30-39B3DDBFFAE0_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.17 Erkannter Text: ```text Harmony Leaders must maintain personal well-being and inspire authenticity and connection in their teams. Servant leadership Prioritize the success of others, focusing on purpose and mission over personal achievements. Growth Embrace curiosity, take risks, learn from mistakes, and adopt a "learn-it-all" mindset. 6 traits of successful leaders in the 21st century Stewardship Take a long-term view to strengthen organizations and leave them better for the future. Perseverance Stay composed during disruptions, make tough decisions, and bounce back stronger. Levity Use humor to build bonds, reduce stress, and unlock creativity. McKinsey & Company ``` ### D829DEED-EE52-4060-8FF5-92169AA29853_1_105_c.jpeg - Entscheidung: `possible-duplicate` - Bild-Hash: `b0f602f12aa457ce735872d78696d18b3435caa3fe95583e554f1037b39336c4` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.14 - Ähnlichster neuer Screenshot: 94656C87-B4F5-4368-8A7E-EF91F8C100E8_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.81 Erkannter Text: ```text which means that workers' salaries must in How China's Leaders Think increasingly difficult for China in gen- eral, and Zhejiang in particular, to remain a low-cost producer. Thus innovation is essential to maintain growth, by moving up the value curve and producing higher margin goods. It's a national objective set by Presi- dent Hu and taken seriously in Zhe- jiang. Companies are now formulating transformational strate- gies, such as via automation, propri- etary brands, or company retail stores. It's something they know they must do. When I met Party Secretary Xi in Zhejiang, he emphasized that "the key," to implementing national strate- gies "is how to apply the spirit of the Party's guidelines to the realities of the local area, so as to formulate specific policies which can be implemented ``` ### DA3583B1-AF2B-41B0-BAE8-BD6DDF8708A5_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `1e104c7c2408a8a5cd261953747e4a400c320707d1c82fa68730e57b2e60997d` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/08-effective-1-1s.jpeg - Ähnlichkeit: 0.17 - Ähnlichster neuer Screenshot: 4499A715-A93A-4D19-AD70-A65E50D38C4D_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.12 Erkannter Text: ```text 08:50 M COMPANIES LOSE TO HESITATION, NOT COMPETITORS. WAITING FOR CERTAINTY = SILENT GROWTH KILLER. THE CEO PLAYBOOK Enough data to spot PER 1. DECIDE AT pattern, protect → INFORMATION 70% CLARITY 30% downside, not delay. MOMENTUM DOES. REVERSIBLE 2. CLASSIFY THE → MOVE FAST Don't treat every DECISION IRREVERSIBLE → GET DEPTH call as a one-way door. 3. ONE OWNER, NOT CONSENSUS OWNER 8 INPUT SHARED Consensus destroys accountability. 4. SET A DEADLINE OR ACCEPT DRIFT DEADLINE • NO DEADLINE → • HIDDEN FAILURE Speed forces clarity. 5. NORMALIZE COURSE CORRECTION 6. MANAGE RISK, DO NOT AVOID IT HOW FAST TO KNOW IF FAILS? ADJUST FAST & PUBLICLY. HOW FAST TO RECOVER? Teams copy what the top tolerates. IF RECOVERY IS FAST, HESITATION UNJUSTIFIED. ? REAL QUESTION: WHICH DECISION IS SITTING ON YOUR TABLE TOO LONG? COMMENT & SET DEADLINE TODAY. Follow Swami Charan Muthyam for more insights. 68 Leadership Think Tank Swami Charan MuthyamSwami Charan Muthyam • 3.+ #QuestionTo Group ... mehr 8 ``` ### E0AAB67E-030A-4B43-892B-2D23F582D8A3_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `725cb85583ca531d3264d8abbeae5f72bfe6fa8b51590af6456bb4048801e454` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/09-vague-feedback.jpeg - Ähnlichkeit: 0.09 - Ähnlichster neuer Screenshot: CEA127DE-DDD3-4732-A550-D949C4A7CCEF_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.25 Erkannter Text: ```text Auszug 2 Earn Readiness Twice First you must get qualified. Then you must be selected. Here's how to work on both Shooting for the CEO role demands a profound reset of your understanding of your strengths and, perhaps more importantly, the skills you have yet to acquire and may be surprised that you need in order to be CEO ready. When Cristiano Amon, now the CEO of Qualcomm, was among the inside candidates for the role, Mark had the privilege of partnering with him as the CEO coach, interviewing the entire board, peers, direct reports, and a few customers. But Amon him- self offered the biggest insights. He shared his sense of humility, vulnerability, and driving ambition with striking clarity when reflecting on advice he was given early in his career: "The most important thing for you to know is the distance between your areas of com- 39 ``` ### E1EAC920-78A6-435B-8EF8-B7034289BA2D_1_105_c.jpeg - Entscheidung: `possible-duplicate` - Bild-Hash: `819531d545b10721f3481b5f532d4ec88333677d16ef66dbaba1a993da36bf4a` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/04-meeting-moves.jpeg - Ähnlichkeit: 0.16 - Ähnlichster neuer Screenshot: B747FD3A-A228-4E1D-86E4-6A3A6CA3EDAB_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.77 Erkannter Text: ```text Sean McPheat in • 2. Ihren Newsletter anzeigen 4 Std. • © + Folgen Don't start your team meetings with these words. ... mehr Don't Start Your Meetings Like This... "We've got a lot to get through..." Sets a rushed, heavy tone before you've even started. Say this instead: "We're going to work smart and focus on what matters." Follow Sean McPheat- for more content 4/7 275 143 Kommentare • 26 Reposts 1 Gefällt mir Kommentar Reposten Senden ``` ### E276E76B-2B8F-482F-A0BB-B0EF9D3B2BE5_1_201_a.jpeg - Entscheidung: `new-card` - Bild-Hash: `1409f57754224d2c1653d7d8f07c2b4ccc755423000908a052675bc2a1e1bf97` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.04 - Ähnlichster neuer Screenshot: C2F01CF7-A30D-4FD9-8368-AF949D2D9658_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.23 Erkannter Text: ```text Consumers are increasingly using Al for travel planning... Al overview visibility on Google has risen for travelers... Al overviews as a share of keywords 10% 9% 8% 7% 6% 5% 4% 3% 3% 2% 0.6% 1% 0% Nov-24 2% 0.5% 3% 0.6% 4% 1% 5% 2% Dec-24 Jan-25 Feb-25 Mar-25 - Flights - Hotels 8.6 3% >2x Apr-25 .... and they're using social media for inspiration Share of travelers (in %) and their choices of channels for travel inspiration Social media 77% Online travel blog/review site 49% Destination site 45% Search engine 41% Meta travel site 36% OTA 35% Vacation rental site/app 28% Source: Statcounter search engine market share; Press search: Google public disciosures, OpenAl (12/24). ChatGPT figures are estimates per company disclosures of - 1B daily queries; Expedia ``` ### E451832E-4CF5-4D39-A110-96BCEC68A1B2_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `5d91e87eb993eca856c6c8b44e16c3073f3efc92be98390bfa4d4ac06c41ee21` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.08 - Ähnlichster neuer Screenshot: 69C46DB5-7CEB-4B74-AF2F-992D2B02AFAC_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.19 Erkannter Text: ```text when was Madled with blood-selling scandals ahe endemic corruption). Li has been described as "low-key, clear-minded, responsive, prudent, and very tactful." Meeting him in Shenyang, Liaoning's capital (2005), I was struck by his determination to try innovative ideas for resus- citating China's old industrial base-as part of China's Revitalizing the Northeast initiative-and his decisive- ness in tackling seemingly intractable problems. Li's intelligence and commitment were self-evident and his tone and demeanor suggested he was confident he could get the job done. The key, he said, was to find market-sensitive ways to restructure large-scale state-owned enterprises while at the same time cre- ating a healthy environment for private business to flourish * * * Xi Jinping, China's vice president, likewise gained administrative experience in some of China's most important regions. He served for 17 years in Fujian Province, on the frontlines with Taiwan, working his way up from vice mayor of Xiamen to provincial gov- ernor; then spent over four years as Party secretary of Zhejiang, China's most entrepreneurial province; and finally served-briefly, due to his subsequent promotion-as Party secretary of Shanghai, China's commercial center. Xi Jinping's personal motto is: "Be proud, not complacent. Be motivated, not pompous. Be prag- matic, not erratic."® His life experience is no doubt the reason. ``` ### E9156AAA-22F3-42CF-8E1B-3F20EBC2FDCA_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `5a66b99990e093784115e299d53c5bbdcf1a591bd33add3afb51deb6aeff8566` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/05-strategy-workflow-os.jpeg - Ähnlichkeit: 0.06 - Ähnlichster neuer Screenshot: 13EC69A2-42F1-4C19-9D30-39B3DDBFFAE0_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.07 Erkannter Text: ```text Handover/Closure Implementation Phase Definition Phase EMEAI Strategic Roadmap 2025 - Timeline Capacity Expansion EBITDA CAPEX Rasal. • PDDP Storage Capacity. $ 205 k $ 252 k • CPL: Groundwater Cooling $ 116 k $ 75 k Wald • CPL: Increasing Vapor Pressure DELAY Automation & Productivity Bethune Wald 4Ashes • Palletizing Automation • Vacuum Conveying Granulation • Multi-Purpose Line Debottlenecking, • TMP - Production Uptime Improvements Sustainability & Energy Efficiency Wald • Solvent Waste Incineration Market Share Lote. Catenoy • SP 560 Capacity Extension • TBM6 Improvements WHAT'S NEXT? • Low-CAPEX DNP Transalkylation to Unlock PNP Growth (Rasal) $ 116 k $ 250 k $ 230 k $ 385 k $ 130 k $ 150 k $ 436 k $ 525 k $ 33 k $ 357 k $ 162 k $ 145 k $ 43 k $ 30k Design Study $ thck $ 125 k $ 322 k $ 2.5M $ 1.5M finished in Q1 Dmitri Karle | Sr. Manager Capital Engineering, EMEAT Q2 Version: 12.08.2025 Q4 CA22 Quality Optimization D Coolis erschoben aut KW3 Rewame Cooling Towe CAR Desertey cope 2 SI Group Notizen 19 88 Barrierefreiheit: Untersuchen ``` ### EF0141F1-96D2-4D33-BAA3-1FEF59AB0703_1_105_c.jpeg - Entscheidung: `new-card` - Bild-Hash: `52ad1196740f4dfb769d9dff42281a9099bf0ec2f4f9553deadcac4551ff1bc3` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/06-smart-leaders-say-no.jpeg - Ähnlichkeit: 0.05 - Ähnlichster neuer Screenshot: 71787C44-F3DE-458C-816B-CAD845CF45F8_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.07 Erkannter Text: ```text 13:19 5G 56 SCARF by David Rock Status - Relative importance to others, personal worin (Lou) certainity (sicherheit) Ability to predict the future Astratie A Autonomy - sense of control over trents Lou Minnst by (High) R Relatedness (verbundonheit) - Feting safe around otners (Lou) (HoW) Fairness - Perception of people interactions fairess (Lou) 36 Dr. Jürgen Lieske in Schweres darf Leicht sein - Smooth Exit(s): "Gesch... Teamentwicklung eines Führungskreises: SCARF - ein wichtiges Tool für organisationale Resilienz. ... mehr ``` ### F5AA6E1A-27C4-4702-9EB0-5610E927122C_1_201_a.jpeg - Entscheidung: `new-card` - Bild-Hash: `69fa88859799b362642f8ce7e80796244675beeeea6b9360f3d4e1d841aaff62` - Exaktes Bildduplikat: - - Ähnlichste Karte: cards/06-smart-leaders-say-no.md - Ähnlichkeit: 0.06 - Ähnlichster neuer Screenshot: 42F0101A-2D38-4D6E-8212-99B0768A615B_1_201_a.jpeg - Inbox-Ähnlichkeit: 0.07 Erkannter Text: ```text DELE Decide Evaluate Let Empower TYPES OF DELEGATION STYLES Direct Delegation Clear assignment with specific instructions. Supportive Delegation Guidance offered, autonomy maintained. Empowering Delegation Full control given over tasks and decisions. Consultative Delegation Seeking input before making final decisions. BENEFITS OF SMART DELEGATION Greater Efficiency: Delegation ensures tasks are handled by those most capable. Gu ``` ### FB60303C-F5D3-4821-AC04-1740297B6325_1_105_c.jpeg - Entscheidung: `needs-human-review` - Bild-Hash: `3b7a7f54b5dbd0369a8f2684fb06661557132506832f2f095c473fe2c00babea` - Exaktes Bildduplikat: - - Ähnlichste Karte: originale/10-criticism-calm-method.jpeg - Ähnlichkeit: 0.00 - Ähnlichster neuer Screenshot: E9156AAA-22F3-42CF-8E1B-3F20EBC2FDCA_1_105_c.jpeg - Inbox-Ähnlichkeit: 0.06 Erkannter Text: ```text 22:59 M 45 < 10. Dezember 23:35 • • Марк Аврелий что под рукой...» (I, 16). На то же самое обращает внимание и Дион Кассий: «Марк Аврелий наималейшие обязан- ности исполнял тщательно, никогда ничего не говорил, не делал и не писал с небрежностью или для вида. Он отда- вал целые дни незначительным делам, будучи убежден, что император ничего не должен делать с небрежением». Похвала эта не без подвоха; она приводит на память шуточки о «крохо- боре» Антонине, но мы слишком часто забываем, что это был век строжайшей экономии, что само слово «скрупулез- ность» происходит от мельчайшей меры веса древних менял. «Все взвешивать, ничего не делать в спешке», «не удовле- творяться общей оценкой, сохранять силу духа, владеть собой и быть осто- рожным в решениях» - превосходные правила для правителя, подходящие для той «солидности», которой мы уже давно предпочли «мобильность». И никогда они не применялись так, как 322 ```