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Why self-reflection makes development programs stronger
Innovative LG
Self-reflection has been popping up in a lot of leadership and coaching articles lately. It's an important addition to any employee development program, since it can lead employees to real clarity about their goals and role in an organization.
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How to make — or break — innovation
Business 2 Community
In a career that spans decades helping build products for some of the most successful companies in the world, including Hewlett-Packard, Netscape Communications, America Online and eBay, Marty Cagan knows what it takes to innovate — and what gets in the way. Cagan, founder of the Silicon Valley Product Group, spoke at Intuit's recent Create the Offering Forum, covering topics ranging from customer insights to analytics, and he offered advice that applies to companies trying to innovate.
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Effective questioning and active listening
Shine Leadership Lab
How can you become more effective in your verbal communication? By listening actively and questioning effectively. If you don't question effectively during verbal communication, then it's unlikely you'll understand what the speaker is talking about and you certainly won't be capable of offering help. Think about your questioning technique as a funnel.
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The gorilla of agile business innovation
Strategy + Business
Corning Glass Chief Technology Officer David Morse explains how the company — through speed and customer focus in research, development and engineering — has built a multibillion-dollar enterprise.
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Performance management also measures behavior
Zimbabwe Independent
At the back of the minds of many business leaders in Zimbabwe is an awareness that both results and behavior matter, but in the absence of accepted practices, results are what is formally measured. Both the results and the underlying employee behavior need to be measured and evaluated if a performance management system is to drive both short- and long-term business success.
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Define your organization's habits to work more efficiently
Harvard Business Review
We don't often think about the way we usually operate at work, whether we're performing an informal five-step process for evaluating a new proposal or setting priorities for managing our time. But our ability to improve the ways we do things depends on defining and shaping our daily habits of mind and practice — our "standard work."
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ISPI Performance Digest
Colby Horton, Vice President of Publishing, 469.420.2601
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Valerie Hunt, Senior Content Editor, 469.420.2690   
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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