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Develop Your Skills

115 posts
    James Bowen
James Bowen
CEO, Experiential Simulations


Owen Crisp is a marketer with experience spanning large and small companies including both digital and analog based marketing venues. Owen discusses the strategic and tactical considerations in choosing digital channels along with metrics both immediate and longer term. He discusses considerations around awareness, content, market segmentation, post-purchase activities and relevancy.



James Bowen, your host, is an author, professor and CEO of Experiential Simulations, a producer of simulations for teaching entrepreneurship.

    Luke Doyle
Luke Doyle
NeoMan Studios

When you’re an introvert, work meetings can be difficult. You know they're unavoidable, and while you may have something amazing to contribute, you're not thrilled by the idea of speaking up.


The truth is, you don’t need to be an extrovert to excel in group meetings. This handy guide will help you harness your introverted nature to your advantage.


As an introvert, you have a great set of skills. Begin capitalizing on them to form a new approach to meetings, and you’ll feel less intimidated and more creative and productive.




Call to action: What are your best meeting strategies? Let us know in the comments below.


    James Bowen
James Bowen
CEO, Experiential Simulations

Brigitte Baumann, founder of the global angel investor group Go Beyond Investing, describes her program for young people to learn angel investing including a teaching concept that motivates learning. James Bowen, your host, is an author, professor and CEO of Experiential Simulations, a producer of simulations for teaching entrepreneurship


James Bowen, your host, is an author, professor and CEO of Experiential Simulations a producer of simulations for teaching entrepreneurship.James Bowen Podcast_resized.jpg


Image: pexels.com/Leigh Patrick

    James Bowen
James Bowen
CEO, Experiential Simulations

Brigitte Baumann, founder of the global angel investor group, Go beyond Investing, describes her methodology for developing entrepreneur teams using learning by interacting incorporating diversity of thought. She also talks about entrepreneurship as a profession.


James Bowen, is an author, professor and CEO of Experiential Simulations a producer of simulations for teaching entrepreneurship.James Bowen Podcast_resized.jpg


10 Facts About the Gig Economy

Posted Apr 20, 2018
    Christopher Ruel
Christopher Ruel
Community and Social Marketing, Wiley

What is a gig economy? According to Investopedia, gig economies arise when companies, rather than hiring full-time employees, engage independent contractors and freelancers. Since a large number of workers want to participate in a gig economy for any number of reasons, the results are cheaper and more efficient services.


How much do you know about a gig economy? We found ten facts about today’s gig economy and the motivation behind workers wanting more flexible employment opportunities.



  1. 1/3rd of all workers in the U.S. and European Union are freelancers and 86% of professional freelancers choose freelancing.
  2. 36% of the U.S. workforce, or 57 million people freelanced in 2016
  3. Nearly 20% of U.S. full-time independent contractors earn more than $100,000.
  4. By 2020, it is estimated that 7.6 million Americans will be working in the gig economy.
  5. 63% of executives would choose freelancing if given the opportunity.
  6. 69% of millennials regret not choosing a job with better work/life balance and 44% wish they enjoyed their job more.
  7. 74% of North American office workers would quit their current jobs if offered a job that allowed them to work remotely more often.
  8. 44% of business leaders believe the changing nature of work and flexible work are the greatest drivers of industry change.
  9. While 50% of U.S. jobs are compatible with remote work arrangements, only 7% of employers make flexible hours available to employees
  10. Just 30% of U.S. employees consider themselves engaged at work.


Image Credit: pexels.com/negative_space

A New Way to Think About Startups

Posted Apr 11, 2018
    James Bowen
James Bowen
CEO, Experiential Simulations

Chris Albinson has a broad background in startups in California and other regions. He speaks about how new cost models and data analytics are being used to assess startups along with attributes that define successful startups. As we enter a more innovative and fast paced startup era, he discusses new thinking for universities and colleges teaching entrepreneurship along with suggestions for entrepreneurs/investors looking to start a company.


James Bowen, your host, is an author, professor and CEO of Experiential Simulations ,a producer of simulations for teaching entrepreneurship



Image credit: pexels.com/startupimages


    CJ Hwu
CJ Hwu
Director, Government Affairs Asia Pacific, Wiley

The global shortage of highly skilled workers with digital science and analytics (DSA) skills is expected to reach 38-40 million by 2020. In Vietnam, the shortage will be over 500,000 employees. Cisco estimates that 80% of the 54 million workers in Vietnam lack the necessary skillsets to fully participate in the digital economy. The result is billions of dollars in lost revenue annually.CJ Hwu and Jeffrey Goss.png


To address this skills gap, Project DARE (Data Analytics Raising Employment) brought together global employers, university representatives and government from APEC member economies to develop
a set of 10 workplace-ready competencies for DSA-enabled workers (
Recommended APEC Data Science and Analytics Competencies).


Launched last year and supported by Wiley and the Business Higher Education Forum (BHEF), the Project DARE framework introduces a first-of-its-kind list of core DSA competencies combining
technical skills and critical soft or workplace skills needed by employers. DARE is currently building on this framework to develop tools, content and other resources to deploy these competencies in university and corporate settings.


Taking that framework to Vietnam, one of the supporting economies of Project DARE, Wiley and Arizona State University (ASU) conducted a workshop in March, attended by Vietnam higher education institutions, multinationals and government agencies to prioritize the recommendations, as well as identify gaps in the Vietnam context.


According to the group, the top three competencies needed in Vietnam are:

  • 21st century skills, including DSA capabilities at all levels,
  • Data Management & Governance,
  • Operational Analytics.


Other needed skills include cybersecurity knowledge and applied Artificial Intelligence.


Following the workshop, Chris Gray, Wiley’s VP Knowledge & Learning, appeared on an Industry 4.0 Panel on Public Private Partnerships at ASU’s annual STEMCON Conference in Ho Chi Minh City. He echoed the themes of Project DARE.


“Automation and new technologies are not a new phenomenon. Fears about their transformation of the workplace and effects on employment date back centuries, to before the First Industrial Revolution in the 18th century,” shared Chris. “In the third Industrial Revolution in the 1960s, US President Lyndon Johnson empaneled a ‘National Commission on Technology, Automation, and Economic Progress.’ Among its conclusions: ‘technology destroys jobs, but not work.’


“I think that is true for today as well. Many jobs will no longer exist or look very different, and brand new jobs will emerge,” he said.


Project DARE will next be tabled at the Asia Pacific Rim Universities’ Presidents and Senior International Leaders Forum in Taipei in June. In Vietnam, another focus group will be convened before the end of the year to explore piloting the Wiley/BHEF Data Science Foundations Course.


APEC Data Science infographic.jpg


Photo:: CJ Hwu, Director of Government Affairs, APAC, with Jeffrey Goss, Arizona State University’s Associate Vice Provost, Vietnam/SE Asia Programs, at the Vietnam DARE Workshop in Ho Chi Minh City.

Credit: Wiley



    Deb Calvert
Deb Calvert
Co-Author, Stop Selling and Start Leading

Buying and selling has changed, and sales effectiveness has suffered. Modern buyers are empowered. They’re less loyal. They don’t see the value of meeting with sellers until it’s time to negotiate price. As a result, products are unfairly commoditized and sellers struggle to be more effective in connecting with buyers and making their numbers. What do sellers need to do differently so buyers will want to meet with them? What will it take to improve your sales effectiveness?


Cyclists.jpgResearch shows how to improve your sales effectiveness

We set out to answer this question in our research study with 530 business-to-business (B2B) buyers and over 500 sellers. We learned about the extraordinary things that happen when sellers guide buyers by transforming values into actions, visions into realities, obstacles into innovations, separateness into solidarity, and risks into rewards.


Over 30 years ago, Jim Kouzes and Barry Posner embarked on a similar research project to identify the behaviors of effective leaders. They discovered thirty behaviors that made a difference and grouped them into an evidence-based framework of leadership -- The Five Practices of Exemplary Leadership®. Their work has been validated in 600+ research studies with data collected in more than five million assessments in 72 countries. In our new research, we asked buyers what would happen if sellers exhibited these same leadership behaviors. We also gathered stories from sellers to corroborate our findings. When sellers were at their “personal best,” these very same leadership behaviors were at work, being practiced by sellers as they made extraordinary sales.


How do leadership behaviors improve sales effectiveness?

B2B buyers favorably rated all thirty behaviors. The ideal frequency of each behavior is higher, they said, than the current frequency demonstrated by the sellers they do business with currently. Buyers told us they’d be significantly more likely to meet with and buy from sellers who demonstrated leadership behaviors. Sellers who want to get more meetings and make more sales simply need to adopt the exemplary leadership behaviors that buyers prefer. Sales effectiveness improves when sellers show up as leaders in these specific ways.


Adopting leadership behaviors requires no special tools, no process changes, and no permission. It’s a choice that individual sellers can make for themselves. Some of the behaviors may require a little practice, but many are easy to exhibit more frequently. Making simple shifts to more frequently behave in accord with The Five Practices makes a difference!


The Five Practices are:


1. Model the Way

Leaders clarify their values and set the example by aligning actions with values. Buyers provided more input about this practice than any other. The importance of follow-through, honesty, and integrity came through loud and clear. Buyer loyalty is the reward for these consistent behaviors.


2. Inspire a Shared Vision

Leaders envision the future by imagining exciting and ennobling possibilities. They enlist others in a common vision by appealing to shared aspirations. Buyers want to connect with and be inspired by sellers who see the larger purpose of their work together, in service of a mission or vision. Buyers don’t want sellers to over-promise or tell stories without backing them up with follow-through.


3. Challenge the Process

Leaders search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. They experiment and take risks, learning from experience.  Buyers want sellers to stretch themselves instead of being complacent in the status quo or in deference to buyers. Buyers also want to be challenged, but only after sellers have established credibility and trustworthiness.


4. Enable Others to Act

Leaders foster collaboration by building trust and facilitating relationships. They strengthen others by increasing self-determination and developing competence. Buyers want to be involved in brainstorming and co-creating insights. Acknowledging and affirming buyer ideas and engaging in two-way dialogue has become increasingly important.


5. Encourage the Heart

Leaders recognize contributions by showing appreciation for individual excellence, and they celebrate victories by creating a spirit of community. Buyers want to be praised and recognized for their contributions to a solution – not just thanked for their business. Buyers also want to be encouraged as they navigate inside their own organizations to get approvals and changes needed to introduce new products or vendors.



How to get started on making a shift to leadership

These Five Practices of Exemplary Leadership® give you a behavioral blueprint for improving your sales effectiveness. The more frequently you lead, the more your buyers will respond, and the more you will make extraordinary sales happen.


To get started, you must think of yourself as a leader. Leadership is about relationships, credibility, passion, and conviction, and, ultimately what you do.


At this very moment, you already have the capacity to lead. You already have buyers who want you to lead. The question is: what are you going to do to set aside old-school, sales-y behaviors and to step into your full potential as a leader?


Leading is doing. It’s making behavioral choices. Leadership happens in the moment. You have many moments with your buyers in which you can choose to lead. Every one of those choices will improve your sales effectiveness, your relationship with your buyers, and the extraordinary sales you’re about to make.


To learn more on how you can put these practices into action, read Stop Selling and Start Leading.


Image credit: Dmitry Yashkin/Shutterstock

    Christopher Ruel
Christopher Ruel
Community and Social Marketing, Wiley

The window of opportunity for having a flawless first meeting is extremely short, and as this infographic shows, there are surefire ways to ensure you put your best foot forward when connecting with someone for the first time. While the adage says you don't get a second chance at making a first impression, the good news, according to a Cornell University study, is that people changed their opinions of others as they learned more information, so don't give up if your initial meet-up did not go as well as you hoped.

How to_First Imp.jpg

Infographic credit: On Stride Financial


How do you make a good impression? Let us know in the comments below.

    James Bowen
James Bowen
CEO, Experiential Simulations

Ian Skerrett, is an expert on open source software and speaks to its application in the Internet of Things, particularly manufacturing and vehicles, he provides suggestions on what to consider for both business executives and academics interested in exploring the potential of open source software.

James Bowen, your host, is an author, professor and CEO of Experiential Simulations a producer of simulations for teaching entrepreneurship, project management, and ethics.James Bowen Podcast_resized.jpg



James Bowen Podcast_resized.jpg

Image Source: Pexels.com/Tyler Lastovich

    Leslie Crutchfield
Leslie Crutchfield
Author, Executive Director of the Global Social Enterprise Initiative


Why do some changes occur, and others don't? What are the factors that drive successful social and environmental movements, while others falter? Leslie Crutchfield is a writer, lecturer, social impact advisor, and leading authority on scaling social innovation. She is Executive Director of the Global Social Enterprise Initiative (GSEI) at Georgetown University’s McDonough School of Business. Leslie explores successful movements that have achieved phenomenal impact since the 1980s—tobacco control, gun rights expansion, LGBT marriage equality, and acid rain elimination. It also examines recent campaigns that seem to have fizzled, like Occupy Wall Street, and those that continue to struggle, like gun violence prevention and carbon emissions reduction.


Recently, Leslie was interviewed on "Final Five" with Jim Lokay on Washington D.C.'s Fox affiliate, WTTG. While the interview focused on student protests surrounding gun violence, the clip below features Leslie's thoughts on whether or not today's student social movements are sustainable in the long run.



Leslie is frequently invited to speak at nonprofit, philanthropic, and corporate events, and has appeared on shows such as ABC News Now and NPR, among others. She is an active media contributor, with pieces appearing in The Washington Post. Fortune.com, CNN/Money and Harvard Business Review.com. Her new book, How Change Happens: Why Some Social Movements Succeed While Others Don't, publishes in April is available now for preorder.


How to Make Mentoring Work

Posted Feb 28, 2018
    James Bowen
James Bowen
CEO, Experiential Simulations

Don Pare is a successful serial entrepreneur and President of Real Venture Counsel. Mentoring is being promoted as a tool for knowledge transfer and for those mentored to be able to benefit from the experience and expertise of a mentor. Don discusses the structure needed to make mentoring work including motivation, metrics and training that mentors need.



James Bowen, your host, is an author, professor and CEO of Experiential Simulations a producer of simulations for teaching entrepreneurship, project management, and ethics.

James Bowen Podcast_resized.jpg

Image Source: Pexels.com/Tyler Lastovich


    James Bowen
James Bowen
CEO, Experiential Simulations

Bruno Couillard is the President of Crypto4A and a career professional in the intersection of IT security software and hardware. As we move to the internet of everything and new hacker issues Bruno discusses how IT security is now a societal safety issue.



James Bowen, your host, is an author, professor and CEO of Experiential Simulations a producer of simulations for teaching entrepreneurship, project management, and ethics.

James Bowen Podcast_resized.jpg

Image Source: Pexels.com/Tyler Lastovich


#1 Advice People Love To Ignore

Posted Feb 16, 2018
    Gary Burnison
Gary Burnison
CEO Korn Ferry, Wiley Author

The First Step That Makes the Big Difference

“Know yourself” is the number-one advice people love to ignore. For one thing, most people assume they know themselves: They’ve been through college, had a job or two (or five or ten…). But the real problem with “knowing yourself” is that people don’t like being assessed. Even looking inward can make many people feel uncomfortable.

Know Thyself.png

No matter how much this makes you squirm, the fact is knowing yourself is the key differentiator in achieving a successful outcome and landing the job you want. Think about it: Knowing yourself means you understand your strengths and have identified those “development areas” also known as your weaknesses.

If you fail to know yourself, you risk becoming a victim of your blind spots. You’ll overestimate your strengths and underestimate your weaknesses. Or you’ll think you’re “this” (e.g., a perfect fit in a startup) when, in fact, you’re actually “that” (more suited in a traditional, hierarchical company)—and it happens more frequently than you think.

Knowing yourself means understanding:

  • Who you are, your strengths and weaknesses
  • What motivates you and drives you to do your best
  • Your sense of purpose (what resonates deeply with your values)
  • The type of organization where you’d best fit

Long before you look “out there” for a job, your search needs to begin inward—with who you are and what you have to offer. Learning about yourself and looking at the truth will empower you with self-knowledge and self-confidence.

This article originally appeared on the Korn Ferry Institute site.


Gary Burnison is the CEO of Korn Ferry, and author of numerous titles with Wiley, his latest,  Lose the Resume, Land the Job is available now.



Five Tips for Doing PR in Japan

Posted Feb 15, 2018
    The Wiley Network
The Wiley Network
The Wiley Network

Despite challenges ranging from sluggish consumer spending to a rapidly aging population, Japan remains the world’s third-largest economy by nominal GDP. In addition to boasting productive industry, active stock markets, and a booming tourism sector, the country provides a base of operations for some of the world’s largest corporations, both domestic and multinational.


It can, therefore, be tempting to assume that, as in other regional business hubs such as Hong Kong and Singapore, corporate messaging in Japan might adhere closely to global norms. This is not the case, however. And as befits an island nation with a history that includes over 200 years of self-imposed isolation, Japan’s unique language and culture have helped to shape a communications ecosystem quite unlike any other. What this means for PR practitioners is that interactions with stakeholders—including clients, consumers, regulators, investors, and the general public—are fraught with surprises and numerous potential pitfalls.


The five tips below, taken from “Communicating: A Guide to PR in Japan" serve as a starting point for what to keep in mind when conducting PR in Japan.

PR Japan Resized.jpgAdapt, Don’t Translate

Though English may be recognized the world over as the lingua franca of corporate communications, it is unwise to presume that materials produced for use in other markets will fulfill their purpose effectively in Japan without extensive adaptation. Whether seeking to address clients, partners, consumers, the media, or even your local workforce, this rule applies not only to the language itself but also to factors like format, tone, and even quantity. Demonstrating a commitment to engaging with Japanese stakeholders on their own terms can go a long way towards building trust and understanding.


Know Your Messenger

As one might expect, fundamentally Japan possesses the same array of traditional media as any other developed economy, but scratch below the surface, and there are many significant differences. Commercial TV networks and some of the world’s biggest-selling newspapers are controlled by a handful of huge media conglomerates, each with a diverse portfolio of interests. Comics are as widely read by adults as by children, while cable and satellite TV offer only limited reach. Online, meanwhile, one early web giant almost forgotten in the West leads the pack of targeted news aggregator sites cashing in on the smartphone revolution. But however you choose to get your message out, there are numerous local factors to contend with, from regular staff rotations, to an extreme focus on content generated in Tokyo and Osaka, and, of course, Japan’s mysterious press club system.


Leading the Social Media LINE
For decades, Japan has been home to one of the world’s most vibrant blogospheres, and this longstanding familiarity with online communication underpins the nation’s embrace of social media. And while several once-dominant indigenous services may have lost ground in recent years to the big global networks, with over 70 million active users, it is social messaging app LINE that stands at the head of the crowd. Elsewhere, while YouTube and Instagram continue to grow as the platforms of choice for a new generation of influencers, Facebook has emerged as a tool for professional and B-to-B promotion analogous to the niche that LinkedIn occupies in many other regions.


The Cuteness Factor

From classic video games to manga and anime, Japan is renowned as a global capital of cute. Many organizations leverage the strong love of kawaii among local consumers of all ages through the use of adorable characters and mascots. One prominent trend is the creation of endearingly zany yuru kyara (literally “loose characters,” where the “loose” refers to often deliberately off-kilter design). Another common tactic with roots in Japan’s underground otaku geek culture is the use of doe-eyed anime-style moe characters to offer a hint of girly approachability. Incredibly, recent years have seen both styles of mascot deployed to soften the image of no less an institution than the Japan Self-Defense Forces! Even luxury brands sometimes conduct promotional campaigns using charmingly imperfect characters that may at first glance seem rather at odds with the sophisticated image that they have worked for decades to establish. 


All Apologies
In many countries around the world, a culture of litigation means that organizations see a direct apology as tantamount to an admission of culpability, and as such a last resort. In Japan, by contrast, the absolute first step in the event of any corporate crisis or scandal is to organize a shazai kaiken, a special press conference at which a full and frank apology is given. Even if an organization does not feel itself to be at fault, contrition will be displayed simply for having caused a stir! Participants will typically undergo intensive coaching on every aspect of the process—from what to wear to how to stand, where to look and even the precise angle at which to bow to the assembled media representatives—as even minor slip ups will be raked over by press and public alike as potential signs of insincerity. 


For more advice on PR Japan-style, check out: Communicating: A Guide to PR in Japan.



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