Taking over during a crisis? Here’s how to lead without alienating your new employees

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Like their direct reports, leaders can show growth during this uncertain time by looking beyond the usual way of business and practicing empathy. During conventional times, there are plenty of resources and suggestions available to help leaders taking on a new role, with onboarding and assimilating to a new team in regular times. Yet this transition is so immensely challenging that studies show as many as 40% of newly appointed managers derail in their first 18 months in a new role. Read Full Story

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Why virtual onboarding thrives from this one simple approach

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To complete a successful transition into a new role, make an effort to extend a more subtle and empathetic approach. Transitioning into a new company as a leader is an exciting but notoriously challenging time. You land in your role without a network of established working relationships, with incomplete comprehension of stakeholder expectations of your new role, and a limited grasp of how to navigate your new company. On a steep learning curve and operating under a high degree of scrutiny, the pressure is on. Opinions from your staff of you and your effectiveness as a leader form quickly, and the actions you take in your first few months play a large role in whether you will succeed or fail in your new position. Read Full Story

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3 ways to be a more empathic leader

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The role of the CEO fundamentally changed overnight—these are the ways that two entrepreneurs have found to connect with their teams in more meaningful ways. As entrepreneurs and investors, we spend a lot of time thinking about what it takes to build strong companies. Read Full Story

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The role of marketers in a post-COVID-19 world

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30-second summary: Tamara Charm is a senior expert at McKinsey & Company and the co-lead for its Global Consumer Sentiment Survey. McKinsey launched the Global Consumer Sentiment Survey in mid-March across 40 countries to better understand how consumer sentiment and behavior were shifting, overall. The survey explores consumer sentiments in the age of COVID-19 including level of optimism, expected spend, expected income, new behaviors, and what consumers plan to do moving forward. Preliminary findings reveal that, as the progression of the pandemic moves through the globe, consumer sentiment is starting to waver. Nearly half of US respondents indicated they plan to cut back on spending and are being careful about how they spend their money. Globally, McKinsey’s research reveals consumers are cutting back on discretionary spending across all consumer categories, except for groceries and in-home entertainment. The hardest hit industries — based on intent to spend — were travel and …

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Using the right data to understand consumer behavior

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30-second summary: Marketers who craft messages that match customer expectations and build trust will be more successful at connecting with consumers in a COVID-19 world. Data is increasingly being employed by marketers. However, with so much data available it can be difficult to separate useful insights from noisy data points. It is imperative for marketers to be thoughtful when choosing who they market to and how they drive outreach, and to be available to consumers who are in-market looking for guidance. Consumers that feel a brand is putting them first during COVID-19 are more likely to trust that brand to keep them safe, recommend that brand to family or friends and favor it over others. The more trust you can build, the more success you will have in the long run. Leveraging the right data has never been more important for marketers. COVID-19 has created a shopping environment unlike anything …

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