- Higher Engagement
- Greater Retention of Information
- Creates a Sense of Inclusion
- Improves Productivity
- Flexibility for All to Participate from Anywhere
- Versatile | Ideal for Government, Corporate, Higher Education and Public Sector environments
- TAA Compliant Options | Visit Avocor’s W Series and G Series with the CollabTouch bundle for TAA approved solutions
- Trusted | Avocor has partnered with Logitech to create CollabTouch for instant video collaboration
- Secure | Built to last designs with safe and secure video collaboration, annotation and writing experiences
- Seamless & Accessible | Solutions come with Avocor’s UIQ user interface for a clean and crisp platform for users and works seamlessly with leading collaboration platforms such as Zoom and Microsoft Teams
Imagine it’s the early 1900s. Two cowboys on horseback are riding a dusty, well-traveled trail on the outskirts of town when they hear a strange noise approaching from behind. Glancing over their shoulders, they see for the first time an automobile. Consider the conversation that follows as the vehicle passes: the excitement, the curiosity, and the stories of the experience they share with their family and friends that evening.
Now consider that these two men were each business owners, one the maker of wagons and the other of saddles. Little did they comprehend that day how the arrival of this exciting new machine would, in the years ahead, disrupt their livelihood and their lives. It is likely that the town officials and planners that saw their first automobile were equally naïve as to the impact this new form of transportation would have on their world. Unaware that in the not-too-distant future they would be debating the need for stop signs, parking lots, and traffic laws and discussing how these would impact the local community and its businesses.
Contents
Learning from the Past
Rick Thomas
Editor
Nance Larsen
Cover Story Photo
Keith Barraclough
keithbarraclough.com
Visualizer
Scott Mlynarczyk
The STRIVE Group, LLC
thestriveproject.com/subscribe
Copyright © 2023
The Strive Group, LLC
All rights reserved.
n 1999, I was wrapped in a deck winch on my commercial fishing boat. The accident immobilized me; the Coast Guard lifted me off my boat in Prince William Sound and I was medevacked to Anchorage, Alaska. I had damaged my spinal cord—almost severed it—and was paralyzed for quite a while. Months later, movement returned to my legs and it was time to figure out how to walk again. I spent the next three months learning that task and many others in a rehabilitation hospital. All told, I was in hospitals for six months. I had doctors and nurses say, “This happened for a reason; it’s up to you to figure it out.” “Hmm…” I thought.
I was elected to the governing council and soon also joined the committee that helped form the cultural center. These were both relatively new organizations and the efforts were ground-up at the time—creating mission and vision statements, conducting short-term and long-term planning, the works. During the two years I was on the tribal council, I engaged with Native leaders from all over Alaska. I saw them wearing their regalia proudly, and it sparked an interest in Native art forms. For much of my life, my heritage was looked down upon socially, but suddenly before me was an opportunity to be part of a leadership movement, one of change.
Even subtle changes may feel incredibly uncomfortable, especially for someone in the professional spotlight. Vulnerability in the workplace is rare. Judgments run rampant; no one wants to look stupid to their colleagues.
Even subtle changes may feel incredibly uncomfortable, especially for someone in the professional spotlight. Vulnerability in the workplace is rare. Judgments run rampant; no one wants to look stupid to their colleagues.
Beyond the Comfort Zone
an a comfort zone actually be “bad”? It begs closer examination, especially if what feels good is simply an excuse to avoid what is challenging. Most of us want to work by feel—if it feels good it must be OK, right? But I have come to believe that even bad habits can feel good just because they are familiar.
I learned this lesson the hard way more than once in my own life, and I use these experiences in my work as a communications coach and consultant. A large part of my job is help ease my clients into “changes,” which often serve as a return to their most authentic self. Even the most subtle change can feel scary when done in front of colleagues, clients, or—gasp!—a large audience. Fear of embarrassing oneself, fear of making mistakes from which we cannot recover, fear of emotional judgments and rejection—all of these fears create a safety zone from which it is difficult to move.
osing talent sucks. Unless you’re the general manager of a big-market baseball team, you can’t just pay someone 10 times what they made last year to keep them around. On top of that, employees have mobile 401(k)s, and at times can demonstrate patience and gratitude akin to a teething puppy. This all makes it extra challenging (but not impossible) to retain employees without breaking the bank. As an accountant, I feel obligated to also warn that losing and replacing employees is very expensive. The good news is, I’ve seen plenty of non-monetary ways to support teams and avoid costly turnover.
I put turnover into two categories: “good” and “bad.” Good turnover is when an employee leaves a good situation for something that they think is an even better opportunity. Bad turnover is when an employee leaves what they feel is a bad situation. Losing talent for good reasons is hard, but I’ll never fight it since I care about my teammates. However, I never want to lose a talented employee for bad reasons.
osing talent sucks. Unless you’re the general manager of a big-market baseball team, you can’t just pay someone 10 times what they made last year to keep them around. On top of that, employees have mobile 401(k)s, and at times can demonstrate patience and gratitude akin to a teething puppy. This all makes it extra challenging (but not impossible) to retain employees without breaking the bank. As an accountant, I feel obligated to also warn that losing and replacing employees is very expensive. The good news is, I’ve seen plenty of non-monetary ways to support teams and avoid costly turnover.
I put turnover into two categories: “good” and “bad.” Good turnover is when an employee leaves a good situation for something that they think is an even better opportunity. Bad turnover is when an employee leaves what they feel is a bad situation. Losing talent for good reasons is hard, but I’ll never fight it since I care about my teammates. However, I never want to lose a talented employee for bad reasons.
Tapping into budding marketers and creators presents an opportunity to expand esports programs significantly. Creating roles for these students promotes inclusivity and engagement, and helps them hone their skills and potentially forge future career paths.
Photos courtesy of Logitech
Tapping into budding marketers and creators presents an opportunity to expand esports programs significantly. Creating roles for these students promotes inclusivity and engagement, and helps them hone their skills and potentially forge future career paths.
s a mother of two young boys, for me there’s no escaping today’s popular gaming culture. Whether it’s connecting with friends after school, or gaming at the community rec center while my older son is perfecting his jump shot, gaming has impacted the way my kids—and kids across the world—interact and socialize. Today, 91 percent of kids ages 2 to 17 are considered gamers.¹ Whether they’re building new worlds with their peers in Minecraft or communicating in learning apps like Class Dojo, gamification in learning is everywhere. This is why implementing esports into education can be a game changer—pun intended.
With worldwide gamers set to surpass 3.2 billion in 2023,² schools across the country have an increased focus on developing esports programs to meet students where they are and harness the power of gaming to drive educational outcomes.
by Claas Ehlers
he summer I turned five, my mother signed the lease to the upstairs apartment of a house in Flatbush, Brooklyn. It was my seventh household in five years. She was a single mom whose stepmother had kicked her out of her home after her father died three years earlier.
My journey to Brooklyn took place on both sides of the Atlantic, living with family and living in foster homes. But by the summer of my fifth birthday, I was on a course to a stable, productive life. The reason? Community.
In each of those settings, from when we were set adrift until we settled in Brooklyn, a network of concerned adults cared about me and for me. A community came together around me and made me believe I belonged. They supported my mom during challenging times. They checked in on us, made connections, and provided a soft place to land if we fell. In those first few years we fell more than once. The journey, even at such a young age, taught me a lot about leadership and the impact that leaders can have on people, or, in my case, even a small child. It also showed me that leadership was not words, it was actions and an approach to others.
he summer I turned five, my mother signed the lease to the upstairs apartment of a house in Flatbush, Brooklyn. It was my seventh household in five years. She was a single mom whose stepmother had kicked her out of her home after her father died three years earlier.
My journey to Brooklyn took place on both sides of the Atlantic, living with family and living in foster homes. But by the summer of my fifth birthday, I was on a course to a stable, productive life. The reason? Community.
In each of those settings, from when we were set adrift until we settled in Brooklyn, a network of concerned adults cared about me and for me. A community came together around me and made me believe I belonged. They supported my mom during challenging times. They checked in on us, made connections, and provided a soft place to land if we fell. In those first few years we fell more than once. The journey, even at such a young age, taught me a lot about leadership and the impact that leaders can have on people, or, in my case, even a small child. It also showed me that leadership was not words, it was actions and an approach to others.
Any Questions?
Why, Yes!
NTP—The Debater. This is my Myers-Briggs personality type. Debaters are driven to ask questions and play devil’s advocate. They are also contrarian by nature and must learn to develop empathy for others to advance professionally or, for that matter, maintain deep personal relationships. The Debater personality type can prove challenging for supervisors, colleagues, and direct reports. Fortunately, only a small portion of the population fits this descriptive mark.
Cultivating these environments is the responsibility of supervisors and managers.
• Foster relationship building • Develop empowered teams • Enable performance
• Improve communications and generate engagement • Establish a productive virtual work environment for all
- Creating and Enabling an Effective Remote Workforce
- Managing Virtual Teams
- Leading People through Challenge and Change
- Accountability on Remote Teams
- Safety Matters, Even Remotely
- Using Brain Science to Maximize Your Effectiveness Leading Remotely
- I Can Do It!
- Communicating Effectively Over Distance
- Facilitating and Mastering Effective Virtual Meetings
- Tips to be Effective and Productive While Working from Home
- Maintaining Mental and Emotional Wellness Through Challenging Times
- Using Brain Science to Maximize Your Effectiveness Working Remotely
Successful Environments
- Creating and Enabling an Effective Remote Workforce
- Communicating Effectively Over Distance
- Facilitating and Mastering Effective Virtual Meetings
- Tips to be Effective and Productive While Working from Home
- Safety Matters, Even Remotely
- There’s an App for That
training.thestrivegroup.com
Classes now available on The Chariot Group’s Online Marketplace. Learn More
by Zovig Garboushian
‘ll start by saying that I don’t believe in imposter syndrome. When I hear those words, I cringe. And when I listen to them applied to women, I cringe even more. Imposter syndrome is used frequently to describe the self-doubt, uncertainty, and unsureness which can happen to anyone, but is particularly pronounced in professional women because we work within systems and institutions designed for men.
Instead of labeling ourselves as imposters, I’d prefer to look at the emotions and thoughts that come with the experience, because that’s the only way we can take the stigma out of it and debunk it as being wrong.
I Don’t Believe in Imposter Syndrome
‘ll start by saying that I don’t believe in imposter syndrome. When I hear those words, I cringe. And when I listen to them applied to women, I cringe even more. Imposter syndrome is used frequently to describe the self-doubt, uncertainty, and unsureness which can happen to anyone, but is particularly pronounced in professional women because we work within systems and institutions designed for men.
Imposters are fakes, frauds, people who want to fool you into believing they’re something or someone they’re not. Syndrome sounds like we’ve fallen ill and desperately need a fainting couch. Imposter syndrome is used to describe the temporary self-doubt, uncertainty, or insecurity that can come from being the only woman in the room, stepping into something new, and taking risks. Labeling that experience as an “imposter” is, at best, uncompassionate and offensive.
Instead of labeling ourselves as imposters, I’d prefer to look at the emotions and thoughts that come with the experience, because that’s the only way we can take the stigma out of it and debunk it as being wrong.
Christie® Captiva
- 1DLP® ultra-short throw laser
- WU resolution canvases up to 150″
- Landscape or portrait orientations
- Four-corner geometry adjustment
- 6,000 – 8,000 lumens
- 1DLP WUXGA resolution
- Up to 23,650 lumens
- 4K UHD, WUXGA or HD resolutions
- Comprehensive connectivity
Christie® Captiva
- 1DLP® ultra-short throw laser
- WU resolution canvases up to 150″
- Landscape or portrait orientations
- Four-corner geometry adjustment
Christie Inspire Series
- 6,000 – 8,000 lumens
- 1DLP WUXGA resolution
- Up to 23,650 lumens
- 4K UHD, WUXGA or HD resolutions
- Comprehensive connectivity
- Smallest, lightest, fully omnidirectional 3DLP® RGB pure laser projector
- 25,000 lumens with Rec 2020 color
- TruLife+™ electronics for unrestricted connectivity
- 46 dBA in standard mode
Christie Access II Series
- Large format LCD panels
- 4K UHD, ranging in sizes 55″ through 98″
- Portrait or landscape
- OPS slot
- 55″ high-performance 24/7 LCD panels
- HD and UHD resolution
- Extremely narrow combined bezel width as small as 0.88mm
- 500 and 700 nits
- OPS slot for tighter integrated solutions
Christie M 4K25 RGB
- Smallest, lightest, fully omnidirectional 3DLP® RGB pure laser projector
- 25,000 lumens with Rec 2020 color
- TruLife+™ electronics for unrestricted connectivity
- 46 dBA in standard mode
Christie Access II Series
- Large format LCD panels
- 4K UHD, ranging in sizes 55″ through 98″
- Portrait or landscape
- OPS slot
Christie Extreme Series
- 55″ high-performance 24/7 LCD panels
- HD and UHD resolution
- Extremely narrow combined bezel width as small as 0.88mm
- 500 and 700 nits
- OPS slot for tighter integrated solutions
- 100,000 hours of 24/7 operation
- Includes necessary video wall controllers with scaling and image processing
- Scales to common resolutions, including HD and 4K
An AV processing and management solution for the transport of audiovisual content over 10G Ethernet networks
- 10G SDVOE AV over IP, 4K@60, zero latency
Christie Core II LED wall bundles
- 100,000 hours of 24/7 operation
- Includes necessary video wall controllers with scaling and image processing
- Scales to common resolutions, including HD and 4K
An AV processing and management solution for the transport of audiovisual content over 10G Ethernet networks
- 10G SDVOE AV over IP, 4K@60, zero latency
Choose Christie and turn your inspired ideas into innovative solutions. We create a complete range of high-quality AV solutions for business, education, entertainment and industry. And protect your investment with industry-leading customer care, warranties and technical support. For pricing information, contact The Chariot Group.
Navigating a Crisis: Why Your Social Media Matters
get contacted quite a bit to work on crisis communication projects—somehow that has become an area of focus for my company. I didn’t exactly choose it. My teams took on a couple of crisis communication projects that earned some recognition, and then we did some teachings on those case studies. The next thing I knew, crisis was our “thing.”
The truth is, I don’t actually like working on crisis cases. Someone is usually hurt or offended, it’s always stressful, and it’s sometimes sad. None of that is fun. Yet, at the end of the day, there is something to be said for coming alongside a company that is committed to doing the right thing and helping it rise from ashes that may have otherwise choked it out. I’ve found there to be many hard-working people out there putting their hearts and souls into what they do at good businesses doing the best they can. The reward of helping good people salvage good work is always more powerful than whatever stress is caused to me in helping navigate bad situations.
Alas, I remain a contact for crisis counsel.
NCPPAssociation.org
Faster purchasing – With the contract already in place, it’s easy to quickly gain services and commodities quickly.
Improved productivity – Agencies can now have a strategy to spend the time on more resource intensive projects, while keeping up with the various needs of their customers.
Emergency purchasing – During an emergency, there is no time for the traditional bid process. Using an already solicited contract with set pricing ensures available products and reduces price gouging.
Reliable and Proven Suppliers – A cooperative contract is served by a manufacturer or supplier with a proven track record. Procurement professionals can easily contact their peers already using these contracts to be assured of the quality and service.
Three Ways to Be More Self-Confident
by Lindsay Lyman
hink about a leader you really value and respect. I’m guessing they’re not burnt out and working crazy hours. They’re not rushed and stressed or emotionally unpredictable. They probably show strong signs of emotional intelligence and don’t shy away from saying “I don’t know.” Some might call these types of leaders confident. What they really are is self-confident.
Confidence is a feeling you have once you’ve done something so many times you don’t worry about the unknowns that pop up along the way. Your brain has so much evidence of things working out that you’re not worried. Confidence is a belief in your ability based on past experience.
Self-confidence is that same calm feeling but does not require experience. True self-confidence is a belief in your ability to figure things out. It’s knowing you’ll make mistakes, things will go off plan, and you will still find a way.
ver 35 years in sales, sales training, sales management, and executive sales leadership. I had built a nice resume and achieved a lot of success at companies both big and small. And then: BAM!!! I was terminated by my boss for the first time ever. I was floored. Having put numerous individuals on a performance improvement plan (PIP), I was accustomed to the process and shocked when the process was not used with me. After all, my team had delivered over-quota performance in 2021 and finished second in the area (out of six regions) and fifth in the company (29 regions). We weren’t the best, but certainly the performance didn’t justify my termination. Something else must have been going on.
It was April 1, 2022 (yes, that’s right, April Fool’s Day). My boss told me that there were “multiple people” on my team complaining about my communication style and they felt that I “played favorites.” I asked what I had said or done to make them feel that way (I honestly didn’t know what he was talking about), and he told me that he couldn’t give me specifics or I would know who was complaining about me. I was flabbergasted. I asked, “Let me get this straight. You’re firing me because people on my team were saying that they had issues with my communication style and that I played favorites, but you can’t tell me what they said specifically?” HR was on the call and validated my manager’s comment of “that’s right.” This call was a textbook case of how not to terminate a seasoned leader who had made nearly four years of contributions to the company.
Let’s talk.
Our Services
LEADERSHIP
- Developmental Programs
- Coaching
- Succession Planning
WORKFORCE
- Training/Workshops
- Coaching
- Team Engagement & Productivity
ORGANIZATIONAL
- Strategic Planning
- Organizational Design
- Policies & Procedures
info@thestrivegroup.com
907.2.STRIVE
Compliant
Sustainable
Comprehensive
Connecting people and ideas. Specializing in group communication collaboration technologies, whether in person, over distance or in combination.
www.chariotgroup.com/online-marketplace
info@chariotgroup.com | 877.822.5300 | www.chariotgroup.com