ChangeThis
The original idea behind ChangeThis came from Seth Godin, and was built in the summer of 2004 by Amit Gupta, Catherine Hickey, Noah Weiss, Phoebe Espiritu, and Michelle Sriwongtong. In the summer of 2005, ChangeThis was turned over to 800-CEO-READ. In addition to selling and writing about books, they kept ChangeThis up and running as a standalone website for 14 years. In 2019, 800-CEO-READ became Porchlight, and we pulled ChangeThis together with the rest of our editorial content under the website you see now. We remain committed to the high-design quality and independent spirit of the original team that brought ChangeThis into the world.
-
Blog / ChangeThis
Wealth Creation is about Better Decisions, not Financial Products
By Douglas P. McCormick
"Simple goal-setting without tools to promote good decision making will not create wealth, and getting into the weeds of buying specific stocks is a diversion best avoided given your limited chances of beating the market. Creating wealth and financial security for yourself and your family is not derived from purchasing specific financial products, but by employing a holistic framework that results in good, consistent decision-making throughout your lifecycle of financial needs. As a professional investor and young professional trying to make sense of my own financial decision making, I realized along the way that many of the financial principles employed by successful companies are also relevant to personal financial planning and management."
Categories: changethis
-
Blog / ChangeThis
Be Bold: Risks and Rewards of Betting On Yourself
By Fauzia Burke
"People often tell me that I take a lot of chances, and I keep taking them because they keep paying off. As I swap stories with colleagues and friends, everyone comes away from risk with one similar takeaway: When you push through fear, there is exhilaration on the other side. Worrying about an outcome or feeling a loss of control about a decision is normal. I've discovered that you can't let the fear of uncertainty stop you. Dreaming, as a wise woman said, is a form of planning. [...] The chances I have taken have not always gone as planned or expected. Successful or not, every risk also has the reward of a great learning experience. Change happens to all of us. I've realized that being bold and pushing through fear, we grow and gain some control over the changes that happen to us. Every change helps us to realize our full potential."
Categories: changethis
-
Blog / ChangeThis
The Five Pivotal Moments of Every Sales Transformation
By Lou Schachter, Rick Cheatham
"Whatever the cause, the moment will come, and you will find your company in a shift from selling a lot of your current offering – let's call it X – and a little bit of something new called Y. Eventually, if your change strategy works, your company will sell a lot of Y and much less of the X legacy offering. X and Y can be what you sell or how you sell. What you sell may be shifting to radically new products or to radically new services. How you sell may involve new types of customers, new types of buyers within existing customer organizations, or new, fundamentally different selling approaches. Whatever your company's X and Y might be, how you respond to the need to shift will determine your personal success, that of your customers, and to a great extent that of your company. Five key moments determine whether your sales transformation will be successful."
Categories: changethis
-
Blog / ChangeThis
CAUSE! A Business Strategy for Standing Out!
By Jackie, Kevin Freiberg
"There is an undeniable wave cresting. The wave is a new breed of companies that are purpose-driven and cause-oriented. They are forward-thinking and intentional about doing good, connecting dreams to opportunities, and launching movements that make the world better. Their success and confidence come from defining their business as a cause. Their confidence attracts and unleashes talent, accelerates innovation, strengthens brand reputation, moves markets, allows the organization to move with speed and agility, stimulates investments, and creates long-term growth."
Categories: changethis
-
Blog / ChangeThis
Life Is Negotiation: Field-Tested Techniques in Emotional Intelligence and Tactical Empathy from an FBI Negotiator
By Chris Voss
"Erase everything you've been taught about negotiation. You are not rational; there is no such thing as 'fair'; compromise is the worst thing you can do; the real art of negotiation lies in mastering the intricacies of No, not Yes. I guarantee if erase everything you think you know about negotiation and apply these methods in your next conversation, you'll walk away surprised at what you achieved."
Categories: changethis
-
Blog / ChangeThis
The Goldilocks Dilemma: Why Career Advancement Is So Much Harder for Women Than Men and What Women Can Do to Change That
By Andrea S. Kramer, Alton B. Harris
"America's workplaces, even in our best-intentioned organizations, are riddled with bias against women leaders. As a result, women seeking to advance in careers—particularly careers in traditionally male fields—face both negative and agentic biases. Negative bias is the result of the traditional feminine stereotype that a woman is or should be 'communal,' that is, warm, caring, and gentle. A woman who conforms to the communal stereotype at work is likely to be seen as pleasant, but not suited for jobs calling for competence, competitiveness, and authority. She is also likely to be seen as less talented, less suited for challenging assignments, and less worthwhile to mentor than a man. On the other side of the 'women are not as good as men' coin, a woman who violates traditional female stereotypes and behaves with authority, competence, and independence is likely to be seen as aggressive, abrasive, and bossy. This perception is what we call agentic bias. . . The intersection of negative and agentic biases creates a double bind we call the 'Goldilocks Dilemma.
Categories: changethis
-
Blog / ChangeThis
Executive Presence: Getting to the Bottom of What Takes Leaders to the Top
By Suzanne Bates
"Executive presence has long been a catch-all phrase. When you ask people to define it, they often answer, "I'm not sure, but I know it when I see it." When pressed they might say it's body language, gravitas, charisma, or presentation skill. Countless books, articles, and TED talks reinforce this idea. All you need to do is walk on stage like you belong there, open up your gestures, and command the room. Yet it seems like there's more. And there is."
Categories: changethis
-
Blog / ChangeThis
Sharing Power: Why It Requires Deep Personal Change
By Robert J. Anderson, William A. Adams
"Sharing power always means that someone has to let go of control, and someone has to accept more responsibility. Power is a major variable around which our self-world relationship is formed. Some people maintain a sense of personal safety and worth by having power; others establish their identity by giving their power in exchange for protection and belonging. Our relationship with power is a big part of how we create our sense of identity. Our approaches to change are far too casual about both asking managers to let go of control and assuming that others will want increased responsibility. When we redistribute power, we ask people to reconstruct themselves—and that requires deep personal change."
Categories: changethis
-
Blog / ChangeThis
Profit with Purpose: The New Guiding Conscience of Global Capitalism
By Billee Howard
"In today's We-Conomy, profit is not enough. For a brand to be truly successful over the long-term, as benchmarked against the world's leading companies, it must innovate and create for the we and not the me, and also aim to profit in ways that provide collective purpose beyond a self-interested, fattened bottom-line. An age of brands as republics aimed at both serving and protecting the world at large is upon us."
Categories: changethis
-
Blog / ChangeThis
The Door to Door Manifesto: How to Fix Traffic. Now.
By Edward Humes
"Traffic. If you're a commuter, it's your daily torture. If you run a business, it represents hair-pulling risk and cost. The U.S. economy suffers a $160 billion annual hit in lost productivity from traffic jams, while drivers in some major cities spend up to two work weeks stuck bumper to bumper. Long and congested commutes even correlate with higher rates of divorce, stress, obesity and chronic pain. But all of this pales in comparison to the one, big, dirty secret of traffic: We know how to fix it."
Categories: changethis