Mills Scofield
APRIL 15, 2014
When we don’t trust, we exert a lot of energy to keep up our guard, to continually assess and verify. This uses a lot of energy and time. When we trust, we re-allocate that energy and time to getting things done and making an impact. Being vulnerable is a way to preserve energy. CS : Knowing when to stop is key.
HR Digest
NOVEMBER 4, 2020
Part of that effort is for each team to create a plan for how they will manage their energy and well-being. We are actively listening to our people, remain transparent and are pivoting quickly to address urgent needs. That’s why we launched Be Well, Work Well long before the pandemic and it has become even more important.
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Harvard Business Review
FEBRUARY 12, 2016
People were asked about GM products, upholstery textures, colors, vehicle designs, and technology, and their feedback was incorporated into GM vehicles. social media users actively seek customer service through social media, according to Nielsen and McKinsey Incite , we’ve made getting globally aligned one of GM’s priorities.
Harvard Business Review
JUNE 21, 2012
As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from board members placed unusual emphasis on one potentially devastating problem: his listening deficit.
Harvard Business Review
DECEMBER 18, 2017
“Advances in technology have helped us reimagine fan engagement and create new business models that we never thought possible. “FOX Sports has always been about fans first,” says Tom Zentmeyer, Vice President, Technology and Games at FOX Sports. “It’s tribal. This isn’t always easy.
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