Know what security your business needs<\/p>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t
Kaspersky Security for Business<\/span><\/h3>\n\t\t\t\t\t\t\t\t\t\t\t<\/header>\n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\tA guide to Kaspersky security solutions, products and services for your business.<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t
\n\t\t\t\t\tSee guide<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/article>\n\t\t<\/div>\n\t\nPre-work: Developing self-awareness<\/strong><\/h2>\nBefore building new skills and developing the mindset to get through turbulent times, most accomplished leaders need to do some pre-work. To successfully gain new soft skills, you first need to dial into your needs, desires and imperfections, developing greater self-awareness.<\/p>\n
How much are you aware of your energies and emotions? Do you know what topics trigger you? For example, I know I don\u2019t take criticism well, so I\u2019ve worked to steady myself when someone is critical of my work. I\u2019ve created an internal mantra that criticism is a gift.<\/p>\n
What are your deep internal motivators? What activities give you intrinsic fulfillment. I know I\u2019m excited to connect ideas and make valuable introductions between people. By being more self-aware, you\u2019ll know better how to tune your leadership skills and model the behavior that will raise your team\u2019s level.<\/p>\n
Get curious<\/strong><\/h2>\nIn this ever-changing world, with its disruptive technologies and alternative business models, you need to be constantly curious and in learning mode<\/a>. This means understanding your range of competencies and, more importantly, your knowledge gaps. Curiosity helps you understand what you need to learn. It\u2019s too easy to focus on what you want <\/em>to learn rather than what you need<\/em> to learn.<\/p>\nTo know what you need to learn, you also need a wide view of what\u2019s going on, not just in your industry but in other sectors. Shake up your sources and inject novelty into what you read. Then you\u2019ll have a better chance of finding new ideas and concepts, and connecting the dots.<\/p>\n
Tools for the curious mind<\/h3>\n
For a diverse pool of sources organized by theme, I use Flipboard \u2013 for example, I have a board on Sleep<\/a> \u2013 curated Twitter lists and a Feedly<\/a> premium account sorted by interests, languages and profiles.<\/p>\nListen and learn with humility<\/strong><\/h2>\nHaving humility, or being humble, means having a reduced view of your importance. By being humble, you admit others are better than you or know more than you in an area or topic. As Microsoft CEO Satya Nadella said, we need to move from being know-it-all to learn-it-all leaders<\/a>. Rather than operate with bravado and bluster, it\u2019s more effective to admit your weaknesses and ask for help.<\/p>\nI am only as strong as my network. Building a network is a lifelong project, and relationships must be mutually beneficial. Think: How can I be of service to my contacts?<\/p>\n
As a leader in your organization, set the tone. Having humility means being able and willing to listen deeply to others\u2019 stories, especially when they come from a different background. It means not pulling rank but seeking to earn respect. <\/p>\n<\/blockquote>\n
It involves sharing credit, recognizing others\u2019 contributions and wanting to learn from others. And it works. One 2015 study found humble leadership means higher employee engagement, lower staff turnover and better organizational performance than hierarchical, top-down leadership<\/a>.<\/p>\nTools for building humility<\/h3>\n
To be humble is to recognize our place in the universe. Philanthropist and author Rick Warren wrote, \u201cHumility is not thinking less of yourself, it\u2019s thinking of yourself less.\u201d I think mindfulness can develop humility, as it helps you understand and remember what matters most. My favorite mindfulness app is Monique Rhodes\u2019 10 Minute Mind<\/a>, but Headspace<\/a>, Calm<\/a> and Petit Bambou<\/a> are also popular and come in multiple foreign languages.<\/p>\nThe empathy superpower<\/strong><\/h2>\nEmpathy is a superpower because it helps improve working conditions and results in many ways. I\u2019ve seen an uptick in the appetite to develop empathy in business, yet, studies show an ongoing empathy deficit in the corporate world<\/a>. Our perception that we\u2019re already empathic enough might be part of the problem \u2013 in a survey I commissioned, 73 percent said they had above average or well-above-average empathy. It\u2019s common to rate your own empathy higher than others rate you, so it\u2019s worth being honest with yourself in order to have the best chance at developing greater empathy.<\/p>\nBuilding empathy starts with self-empathy. In challenging times, we\u2019re often blown off course by events and have no guiding rod to get us through the storm. We may, thus, be more indecisive and choose too many activities that wear us down. Taking care of yourself lets you better help others.<\/p>\n<\/blockquote>\n
By checking in with your emotions and sensations, you can relate with colleagues and others around you. Having empathy means having a stillness in yourself, being present and listening intently to others. It\u2019s a muscle that takes exercise to develop.<\/p>\n
Tools for developing empathy<\/h3>\n
One way to flex your empathy muscle is to meet someone new and get to know them. Practice asking open questions and actively listening without judgment. Even when locked down, there are ways to meet new people according to your interests and needs. I\u2019m a fan of Lunchclub.ai.<\/a> Others include ChitterChat<\/a> and to meet experts and academics, SmartTribe<\/a>.<\/p>\nPlucking up the courage<\/strong><\/h2>\nA crucial aspect of handling turbulence is courage<\/strong>: standing up for what you believe, even when it means standing out. It also includes being strategic in how you manage your resources, including your time and your team\u2019s time, and being willing to ask for help when you need it.<\/p>\nToo many leaders and entrepreneurs feel they have to pretend to know all the answers. Seek counsel and support. If your intentions are genuine, others will be happy to support you.<\/p>\n
Tools for courage<\/h3>\n
First, seek to bolster your network. I use LinkedIn carefully and pay attention to with whom I connect. Beyond developing a strong network of trusted individuals, LinkedIn is a great source of inspiration and has communities for every interest.<\/p>\n
Secondly, your personal contacts list is vital. Use the notes section for each contact you create: How you met, what struck you about them and common interests. I also add metadata, such as tags. I now have 50 tags I use systematically to call up people with whom I share a mutual interest or with a specific expertise or skill set. If you\u2019ve meticulously added tags, you can easily search for people with any qualities or expertise you need.<\/p>\n
Karma is intentional<\/strong><\/h2>\nThe last quality in the CHECK framework is probably the least obvious. K is for karma. Karma is less about fate and \u2018what goes around, comes around,\u2019 and more about having the right intentions, acting on them in the spirit of doing good and expecting nothing in return.<\/p>\n
Go out of your way to thank people. Being generous and thoughtful to those around you \u2013 family, colleagues or strangers \u2013 has proven benefits<\/a>. There\u2019s also a link between karma and humility. A 2014 study published in the journal Social Psychological and Personality Science found \u201chumility and gratitude are mutually reinforcing.\u201d<\/a><\/p>\nTools for developing karma<\/h3>\n
A guide to Kaspersky security solutions, products and services for your business.<\/p>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t
Pre-work: Developing self-awareness<\/strong><\/h2>\nBefore building new skills and developing the mindset to get through turbulent times, most accomplished leaders need to do some pre-work. To successfully gain new soft skills, you first need to dial into your needs, desires and imperfections, developing greater self-awareness.<\/p>\n
How much are you aware of your energies and emotions? Do you know what topics trigger you? For example, I know I don\u2019t take criticism well, so I\u2019ve worked to steady myself when someone is critical of my work. I\u2019ve created an internal mantra that criticism is a gift.<\/p>\n
What are your deep internal motivators? What activities give you intrinsic fulfillment. I know I\u2019m excited to connect ideas and make valuable introductions between people. By being more self-aware, you\u2019ll know better how to tune your leadership skills and model the behavior that will raise your team\u2019s level.<\/p>\n
Get curious<\/strong><\/h2>\nIn this ever-changing world, with its disruptive technologies and alternative business models, you need to be constantly curious and in learning mode<\/a>. This means understanding your range of competencies and, more importantly, your knowledge gaps. Curiosity helps you understand what you need to learn. It\u2019s too easy to focus on what you want <\/em>to learn rather than what you need<\/em> to learn.<\/p>\nTo know what you need to learn, you also need a wide view of what\u2019s going on, not just in your industry but in other sectors. Shake up your sources and inject novelty into what you read. Then you\u2019ll have a better chance of finding new ideas and concepts, and connecting the dots.<\/p>\n
Tools for the curious mind<\/h3>\n
For a diverse pool of sources organized by theme, I use Flipboard \u2013 for example, I have a board on Sleep<\/a> \u2013 curated Twitter lists and a Feedly<\/a> premium account sorted by interests, languages and profiles.<\/p>\nListen and learn with humility<\/strong><\/h2>\nHaving humility, or being humble, means having a reduced view of your importance. By being humble, you admit others are better than you or know more than you in an area or topic. As Microsoft CEO Satya Nadella said, we need to move from being know-it-all to learn-it-all leaders<\/a>. Rather than operate with bravado and bluster, it\u2019s more effective to admit your weaknesses and ask for help.<\/p>\nI am only as strong as my network. Building a network is a lifelong project, and relationships must be mutually beneficial. Think: How can I be of service to my contacts?<\/p>\n
As a leader in your organization, set the tone. Having humility means being able and willing to listen deeply to others\u2019 stories, especially when they come from a different background. It means not pulling rank but seeking to earn respect. <\/p>\n<\/blockquote>\n
It involves sharing credit, recognizing others\u2019 contributions and wanting to learn from others. And it works. One 2015 study found humble leadership means higher employee engagement, lower staff turnover and better organizational performance than hierarchical, top-down leadership<\/a>.<\/p>\nTools for building humility<\/h3>\n
To be humble is to recognize our place in the universe. Philanthropist and author Rick Warren wrote, \u201cHumility is not thinking less of yourself, it\u2019s thinking of yourself less.\u201d I think mindfulness can develop humility, as it helps you understand and remember what matters most. My favorite mindfulness app is Monique Rhodes\u2019 10 Minute Mind<\/a>, but Headspace<\/a>, Calm<\/a> and Petit Bambou<\/a> are also popular and come in multiple foreign languages.<\/p>\nThe empathy superpower<\/strong><\/h2>\nEmpathy is a superpower because it helps improve working conditions and results in many ways. I\u2019ve seen an uptick in the appetite to develop empathy in business, yet, studies show an ongoing empathy deficit in the corporate world<\/a>. Our perception that we\u2019re already empathic enough might be part of the problem \u2013 in a survey I commissioned, 73 percent said they had above average or well-above-average empathy. It\u2019s common to rate your own empathy higher than others rate you, so it\u2019s worth being honest with yourself in order to have the best chance at developing greater empathy.<\/p>\nBuilding empathy starts with self-empathy. In challenging times, we\u2019re often blown off course by events and have no guiding rod to get us through the storm. We may, thus, be more indecisive and choose too many activities that wear us down. Taking care of yourself lets you better help others.<\/p>\n<\/blockquote>\n
By checking in with your emotions and sensations, you can relate with colleagues and others around you. Having empathy means having a stillness in yourself, being present and listening intently to others. It\u2019s a muscle that takes exercise to develop.<\/p>\n
Tools for developing empathy<\/h3>\n
One way to flex your empathy muscle is to meet someone new and get to know them. Practice asking open questions and actively listening without judgment. Even when locked down, there are ways to meet new people according to your interests and needs. I\u2019m a fan of Lunchclub.ai.<\/a> Others include ChitterChat<\/a> and to meet experts and academics, SmartTribe<\/a>.<\/p>\nPlucking up the courage<\/strong><\/h2>\nA crucial aspect of handling turbulence is courage<\/strong>: standing up for what you believe, even when it means standing out. It also includes being strategic in how you manage your resources, including your time and your team\u2019s time, and being willing to ask for help when you need it.<\/p>\nToo many leaders and entrepreneurs feel they have to pretend to know all the answers. Seek counsel and support. If your intentions are genuine, others will be happy to support you.<\/p>\n
Tools for courage<\/h3>\n
First, seek to bolster your network. I use LinkedIn carefully and pay attention to with whom I connect. Beyond developing a strong network of trusted individuals, LinkedIn is a great source of inspiration and has communities for every interest.<\/p>\n
Secondly, your personal contacts list is vital. Use the notes section for each contact you create: How you met, what struck you about them and common interests. I also add metadata, such as tags. I now have 50 tags I use systematically to call up people with whom I share a mutual interest or with a specific expertise or skill set. If you\u2019ve meticulously added tags, you can easily search for people with any qualities or expertise you need.<\/p>\n
Karma is intentional<\/strong><\/h2>\nThe last quality in the CHECK framework is probably the least obvious. K is for karma. Karma is less about fate and \u2018what goes around, comes around,\u2019 and more about having the right intentions, acting on them in the spirit of doing good and expecting nothing in return.<\/p>\n
Go out of your way to thank people. Being generous and thoughtful to those around you \u2013 family, colleagues or strangers \u2013 has proven benefits<\/a>. There\u2019s also a link between karma and humility. A 2014 study published in the journal Social Psychological and Personality Science found \u201chumility and gratitude are mutually reinforcing.\u201d<\/a><\/p>\nTools for developing karma<\/h3>\n
In this ever-changing world, with its disruptive technologies and alternative business models, you need to be constantly curious and in learning mode<\/a>. This means understanding your range of competencies and, more importantly, your knowledge gaps. Curiosity helps you understand what you need to learn. It\u2019s too easy to focus on what you want <\/em>to learn rather than what you need<\/em> to learn.<\/p>\n To know what you need to learn, you also need a wide view of what\u2019s going on, not just in your industry but in other sectors. Shake up your sources and inject novelty into what you read. Then you\u2019ll have a better chance of finding new ideas and concepts, and connecting the dots.<\/p>\n For a diverse pool of sources organized by theme, I use Flipboard \u2013 for example, I have a board on Sleep<\/a> \u2013 curated Twitter lists and a Feedly<\/a> premium account sorted by interests, languages and profiles.<\/p>\n Having humility, or being humble, means having a reduced view of your importance. By being humble, you admit others are better than you or know more than you in an area or topic. As Microsoft CEO Satya Nadella said, we need to move from being know-it-all to learn-it-all leaders<\/a>. Rather than operate with bravado and bluster, it\u2019s more effective to admit your weaknesses and ask for help.<\/p>\n I am only as strong as my network. Building a network is a lifelong project, and relationships must be mutually beneficial. Think: How can I be of service to my contacts?<\/p>\n As a leader in your organization, set the tone. Having humility means being able and willing to listen deeply to others\u2019 stories, especially when they come from a different background. It means not pulling rank but seeking to earn respect. <\/p>\n<\/blockquote>\n It involves sharing credit, recognizing others\u2019 contributions and wanting to learn from others. And it works. One 2015 study found humble leadership means higher employee engagement, lower staff turnover and better organizational performance than hierarchical, top-down leadership<\/a>.<\/p>\n To be humble is to recognize our place in the universe. Philanthropist and author Rick Warren wrote, \u201cHumility is not thinking less of yourself, it\u2019s thinking of yourself less.\u201d I think mindfulness can develop humility, as it helps you understand and remember what matters most. My favorite mindfulness app is Monique Rhodes\u2019 10 Minute Mind<\/a>, but Headspace<\/a>, Calm<\/a> and Petit Bambou<\/a> are also popular and come in multiple foreign languages.<\/p>\n Empathy is a superpower because it helps improve working conditions and results in many ways. I\u2019ve seen an uptick in the appetite to develop empathy in business, yet, studies show an ongoing empathy deficit in the corporate world<\/a>. Our perception that we\u2019re already empathic enough might be part of the problem \u2013 in a survey I commissioned, 73 percent said they had above average or well-above-average empathy. It\u2019s common to rate your own empathy higher than others rate you, so it\u2019s worth being honest with yourself in order to have the best chance at developing greater empathy.<\/p>\n Building empathy starts with self-empathy. In challenging times, we\u2019re often blown off course by events and have no guiding rod to get us through the storm. We may, thus, be more indecisive and choose too many activities that wear us down. Taking care of yourself lets you better help others.<\/p>\n<\/blockquote>\n By checking in with your emotions and sensations, you can relate with colleagues and others around you. Having empathy means having a stillness in yourself, being present and listening intently to others. It\u2019s a muscle that takes exercise to develop.<\/p>\n One way to flex your empathy muscle is to meet someone new and get to know them. Practice asking open questions and actively listening without judgment. Even when locked down, there are ways to meet new people according to your interests and needs. I\u2019m a fan of Lunchclub.ai.<\/a> Others include ChitterChat<\/a> and to meet experts and academics, SmartTribe<\/a>.<\/p>\n A crucial aspect of handling turbulence is courage<\/strong>: standing up for what you believe, even when it means standing out. It also includes being strategic in how you manage your resources, including your time and your team\u2019s time, and being willing to ask for help when you need it.<\/p>\n Too many leaders and entrepreneurs feel they have to pretend to know all the answers. Seek counsel and support. If your intentions are genuine, others will be happy to support you.<\/p>\n First, seek to bolster your network. I use LinkedIn carefully and pay attention to with whom I connect. Beyond developing a strong network of trusted individuals, LinkedIn is a great source of inspiration and has communities for every interest.<\/p>\n Secondly, your personal contacts list is vital. Use the notes section for each contact you create: How you met, what struck you about them and common interests. I also add metadata, such as tags. I now have 50 tags I use systematically to call up people with whom I share a mutual interest or with a specific expertise or skill set. If you\u2019ve meticulously added tags, you can easily search for people with any qualities or expertise you need.<\/p>\n The last quality in the CHECK framework is probably the least obvious. K is for karma. Karma is less about fate and \u2018what goes around, comes around,\u2019 and more about having the right intentions, acting on them in the spirit of doing good and expecting nothing in return.<\/p>\n Go out of your way to thank people. Being generous and thoughtful to those around you \u2013 family, colleagues or strangers \u2013 has proven benefits<\/a>. There\u2019s also a link between karma and humility. A 2014 study published in the journal Social Psychological and Personality Science found \u201chumility and gratitude are mutually reinforcing.\u201d<\/a><\/p>\nTools for the curious mind<\/h3>\n
Listen and learn with humility<\/strong><\/h2>\n
Tools for building humility<\/h3>\n
The empathy superpower<\/strong><\/h2>\n
Tools for developing empathy<\/h3>\n
Plucking up the courage<\/strong><\/h2>\n
Tools for courage<\/h3>\n
Karma is intentional<\/strong><\/h2>\n
Tools for developing karma<\/h3>\n