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Develop Your Skills

106 posts
    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.



    The Wiley Network
The Wiley Network
The Wiley Network

Buyers have spoken! They want sellers to replace old-school sales behaviors with behaviors more typically associated with leadership. The Five Practices of Exemplary Leadership® provides an evidence-based framework of behaviors that differentiates the most successful sellers from the average ones and creates value for buyers. Stop Selling & Start Leading is the behavioral blueprint for sales success.

Event Banner

Webcast highlights include:

  • Learning what it means to liberate the leader inside every seller.
  • An overview of the seller behaviors buyers prefer.
  • How you can increase your sales by simply modifying your behaviors.


If you're wondering how to respond to today's modern, empowered buyers, this webcast will give you incredible new insights.


Speakers to look forward to are the authors of Stop Selling & Start Leading Deb Calvert and Jim Kouzes.


Visit the registration page for more information.


    James Bowen
James Bowen
CEO, Experiential Simulations

In this episode of my podcast, I interview Martin Cloake, President of Raven Telemetry. Martin has a back ground in manufacturing, engineering and is a data analytics AI guy. As we enter the era of Internet of Everything, the world is changing to data driven decision making. However, as Martin discusses, this provides the opportunity to move beyond analytics and presentation of data into the world of actionable analytics results.



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

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     Louise Holden
Louise Holden
Senior Marketing Manager, Wiley Efficient Learning

pexels.com tookapic.jpgPerhaps you’ve always been good with numbers. Beginning back when you were 9 years old or so, you’re the one your mother would ask questions of like “What’s 23 plus 48?” And she was always delighted by how instantly and assuredly you responded “71.” She was sure you were a mathematical genius in the making. Or, perhaps your affinity with mathematics developed in line with your first experiences with money (finance). When you got your first real job, you found that you enjoyed balancing your first checkbook. Unlike most of your friends at the time, you soon found the idea of developing a budget to help manage your money to be intriguing. Does that sound familiar, maybe?


Whatever your reason for looking into finance as a possible career path, this field is worth considering if you have an interest in accounting and money management, especially if your goal is competitive pay or you are concerned about choosing a career with solid long-term employment prospects. Finance-related skill sets are currently in demand more than most job category skill sets and this demand is expected to continue increasing for some years to come. And with that high demand, of course, comes competitive pay.


There are three broad areas of finance that all require variable skillsets and mindsets, all resting on foundation of accounting and money management principles:


Personal Finance involves working closely with clients regarding their investment and savings strategies (for example, the purchasing and sale of stocks and bonds).


Corporate Finance involves strategically managing or analyzing corporate financial assets and decisions (for example, examining the financials of a potential acquisition).


Public Finance involves managing governmental-related finance issues (assessing property valuations for tax purposes, for example).


Within these three subcategories there are many career opportunities. Here is a quick listing of some finance industry jobs along with salaries and long-term job prospects:


Job Title                              

2016 Median Pay

Entry Education


Job Outlook


Financial Analyst



12% Growth

Financial Consultant/Advisor



30% Growth

Portfolio Manager

$83,761 entry

$123,000 (5+ yrs)


27% Growth

Investment Banker



4% Growth

Risk Manager  



7% Growth

Credit Analyst



8% Growth


Sources: U.S. Bureau of Labor Statistics, June 2017; O’NET Online, June 2017


That looks promising, right? If you think so, then your next question may be “How do I get started?” Well, the first thing you will need is to earn the right degree. As you will have noted above, almost any financial job requires a bachelor’s degree at minimum. But we are not talking about just any bachelor’s degree; rather, you’ll want to obtain a business degree from a college or university with a solid business school and a strong reputation in the finance industry. This is what your potential employers will be looking for. In addition, many finance industry prospects go on to obtain their Master of Business Administration (MBA) degree as a matter of course since the MBA is rapidly becoming a requirement for top level finance jobs.


While in the process of pursuing your degree(s), you will also want to research the many job options you have in finance to determine which job types most appeal to you. That’s because, in addition to the broad foundational education represented by academic degrees, there are also numerous specialized credentials you can pursue to learn the finer points of specific finance industry roles and to differentiate yourself in the job market for those preferred roles. Specialized credentials might include, for example, the Chartered Financial Analyst (CFA), Financial Risk Manager (FRM), and/or Certified Financial Planner (CFP) designations.


If it’s important to you to keep making Mom proud, and if you’ve read this far, you probably have some interest in working with numbers. If you think a career in finance may be right for you, learn more about finance career opportunities by exploring our white paper “The Ultimate Guide to a Career in Finance”.


Image Credit: pexels.com / tookapic


    Luke Doyle
Luke Doyle
NeoMan Studios

Did you know that 60-80% of workplace accidents can be attributed to stress, while the American Psychological Association pegs the overall cost of workplace stress to the U.S. economy at $500 billion annually? That’s a lot of accidents and a ton of money.


What causes stress even when we love what it is we do? Work-related negativity sneaks up when tough projects come along, when a client becomes difficult, when your manager is having a bad day, or when you struggle to balance work and life. Nearly everything, when not placed in perspective, can induce negative thoughts.


How should you respond when that coworker knows all the right buttons to push to get your blood boiling? The first step, according to psychologists, is the ability to recognize negative thoughts that aren’t helpful. From there, you can use the following eight ways to improve your emotional agility and handle negative thoughts and emotions at work.




Infographic by Luke Doyle, Digital PR Executive, NeoMam Studios


    Christopher Ruel
Scott Amyx
Author, Strive, How Doing Things Most Uncomfortable Leads to Success

Popular beliefs about success are profoundly wrong. Success is not merely a matter of being born in the right place at the right time to the right family. It involves much more than hard work, money, practice, or even intellect. History is littered with people—those with high IQs, talent, money, power, and fame—who squandered every advantage and ended badly.running-runner-long-distance-fitness-40751.jpeg


There is, however, a way to attain success, and I am living proof. I have found a way to guide my life in a positive direction, realizing dreams I never thought possible. Moreover, doing so doesn’t require 10,000 hours of practice, being born into the right family, or being as brilliant as Albert Einstein or Marilyn vos Savant. It’s a little secret I call Strive.


A new year holds the promise of a new life, one filled with hope and potential. Yet, as the zeal of the New Year fades, we soon return to our familiar habits. Life goes on as usual. Then when the following December rolls around, and we look back at all the things we wanted to achieve, we become disappointed. The fact is we’re stuck. The cycle keeps repeating, year after year. You aren’t alone. Broken resolutions are the story of millions of people.


Does success elude you? Have you read countless articles and books about improving your life but got nowhere close to achieving your goals? You’re not alone. The only way to get out of the vicious cycle is to shock your system! Doing something differently, or a little bit better isn’t going to work. Real, transformative change only happens when we take an outsized risk to step way outside our comfort zone. It’s only when we do the things most uncomfortable to us that we realize the greatest gain and that which didn’t seem possible. In short, you need to get comfortable with discomfort.


Strive demands persevering in the face of rejection and adversity. Taking control of your success is something you can do right away, not 10,000 hours from now. Success is attainable by everyone, so stop being held back by conventional thinking related to success.


I came to America as an impoverished immigrant. The words “you will amount to nothing,” rang in my ears. However, I took what was unique to me and turned it to my advantage. When you pursue personal change that is uncomfortable in the extreme, success happens. It is my sincere hope that next year when you look back at 2018, it is with a proud smile for having kept your New Year’s resolutions.


Scott Amyx is an internationally-acclaimed speaker, futurist and founder of the cutting-edge venture capital Amyx Ventures. His book, Strive: How Doing Things Most Uncomfortable Leads to Success publishes in March 2018.

    Christopher Ruel
Christopher Ruel
Community and Social Marketing, Wiley

We took a look at the five top trending tips articles related to business success in 2018 and selected the number one tip from each article. Find your path to business and professional growth by discovering what thought leaders believe to be the essential practices for 2018.



Do you have tips of your own to add? Let us know in the comments below.


    James Bowen
James Bowen
CEO, Experiential Simulations




shutterstock_21738007.jpgCurrently project management metrics focus on cost, schedule, and the ability to achieve requirements (deliverables, including quality). But, moving forward, project management metrics need to be more future-oriented to reflect the ability of deliverables to evolve and adapt.


As we move into the “internet of everything” era when AI will likely manage projects, many of our deliverables (whether they be a house, an IT system, or a marketing campaign) will have the abilities to change and progress built in.


Assuming that deliverables will be more akin to a platform than a static asset, we need project management metrics that incorporate measurement of these adaptive capabilities.


If we envision deliverables as evolving platforms, they will adapt over time as requirements change. For example, a house will need to have the ability to adjust to the environment and to its occupant(s). Moreover, the house may be continually incorporating new technology as it becomes available.


As such, project management metrics should measure the ability of the deliverable to:

• Evolve to incorporate new innovations

• Adapt to new user requirements


This need is applicable to a range of outputs across industries such as marketing campaigns, IT initiatives, and even new product development. Consequently, PM metrics need be updated to include the future potential of the initiative.


How do you think project management metrics need to change? Let us know in the comments below.


And, check out a project management simulation available for educational institutions here.


Our Top Ten Develop Posts of 2017

Posted Dec 19, 2017
    Sharna Goldseker
Sharna Goldseker
Wiley Author
 Michael Moody
Michael Moody
Wiley Author

Meet the next generation of big donors—the Gen X and Millennial philanthropists who will be the most significant donors ever and will shape our world in profound ways.  As these “next gen donors” step into their philanthropic roles, they not only have unprecedented financial resources, but also big ideas for how to wield their financial power. They want to disrupt the traditional world of charitable giving and they want to do so now, not after they retire to a life of philanthropic leisure.


531321011.jpgLike previous generations of major donors, Gen Xers and Millennials feel a responsibility to give and they want their giving to make a difference on a diverse array of causes. Unlike previous generations, they prioritize impact above all else, and they are willing to revolutionize philanthropy to get better results.


This drive for impact means next gen donors feel they have no choice but to make changes to philanthropic strategy and to take risks that could lead to new results. As one put it, “We need a different MO [modus operandi] here. This one isn’t working.” Next gen donors from philanthropic families are ready to work alongside their parents and grandparents on a multigenerational team, but they, and first-generation donors, will go it alone if they have to. They will even be “unreasonable”—to use Scott Belsky’s word—if having more impact requires that.


Their vision, though, is to be both revolutionary and respectful. They want revolution not for revolution’s sake but for impact’s sake. Next gen donors acknowledge what they have learned from previous generations and want to be good stewards of legacy. They see their philanthropic innovations as honoring what donors in the past have accomplished by taking giving to the next level. They credit parents and grandparents with teaching them positive values around giving and want to instill and inhabit those values seamlessly across all parts of their lives. In fact, this search to find the right balance of the past and future, of respect and revolution, is the central identity challenge facing Generation Impact.


We know next gen donors themselves are eager to launch the revolution now. To us, this means there are big transformations on the immediate horizon, and the pace of change will steadily increase in the next few years, with some areas shifting faster than others.


In the short term, we expect to see many donors launch trial experiments to test out new innovations—like more next gen giving circles and funding collaboratives, new social responsibility screens introduced for foundation endowments, and use of sector-blending giving vehicles by individual donors to maximize their options. Other changes will take much longer, like nonprofits retooling their donor engagement strategies to bring donors more meaningfully into their everyday work and families sharing full decision-making power across generations. But even these complex and long-term changes are starting to happen, as the next gen donor stories in this book have illustrated. Hannah Quimby is starting to fundamentally change funder-grantee relationships in her home state of Maine. Katherine Lorenz has guided her family foundation to become a working multigenerational team.


The pacing of the revolution is one area where we noted a difference between first-generation earners and next generation inheritors. While both groups want to revolutionize philanthropy in similar strategic ways—to be more innovative and hands-on, to give and learn more with peers—they differ in their capacity to implement those changes right away. Earners can implement their ideal philanthropic strategy more rapidly, while inheritors usually face the added complication of working through established family structures. Earners can blaze their own trails, while inheritors often have to protect the trails as well as forge ahead.


All next gen donors, however, face the challenge of actually implementing their revolutionary visions, which will not be easy in a field full of large institutions, diverse stakeholders, and entrenched practices. There is no small amount of trepidation among nonprofits, especially about rapid changes that might negatively affect the people they serve or the crucial social outcomes their mission aspires to achieve. This means the Impact Revolution could take longer than next gen donors would like, which could in turn leave them frustrated. But if their focus is impact and they’re committed to being engaged, we expect they will stick around to see their changes take full effect.


Learn more about more about Generation Impact.


Image Credit: Joakim Leroy/Getty Images


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