Invoice

From:

AI Global Media Ltd.
Ground Floor, Suites B-D,
The Maltsters, 1-2 Wetmore Road,
Burton on Trent,
Staffordshire,
DE14 1LS

[email protected]

VAT number - 100361775

Invoice Number AIGP-0159
Order Number 1592
Invoice Date 20 April 2022
Total Due £211.50
Billing address
Jazmin Torres
The Agency Engine
4764 Everts Steet
San Diego, CA 92109
United States (US)
Hrs/Qty Service Rate/Price Sub Total
1AI Guest Post
  • Brand: CEO Monthly (£75.00) £75.00
  • Select Publication Date: 2022-04-26
  • Number of images/videos: 1 (£0.00)
  • Media 1: Image or video?: Image (£0.00)
  • Total number of words: 750-1000 (£10.00) £10.00
  • Article title: 4 Lessons for CEOs in the eCommerce Space
  • Article text: It takes a specific mindset combined with true grit to command any company, let alone one in the fast-moving world of eCommerce. Today more than ever, CEOs of online store builders like Shopify, Adobe and website hosting companies like the [*link https://wpengine.com/ecommerce/" style="text-decoration:none; *]WooCommerce hosting company[*endlink*] feel tremendous pressure to perform. Add that to the factors that all CEOs face – the influence of media exposure, the ever-growing need for transparency and the demand for flexibility when faced with constantly changing market trends – and it’s pretty obvious that CEOs have their work cut out for them. 

    In fact, studies show that up to 70% of[*nolink https://www.forbes.com/sites/forbescoachescouncil/2020/03/13/why-most-new-executives-fail-and-four-things-companies-can-do-about-it" style="text-decoration:none; *] top executives fail[*endlink*] within the first 18 months of accepting a c-suite position. In light of this staggering statistic, many CEOs are beginning to rethink and reform how they are conducting business. 

    There is perhaps no better way to improve upon business prowess in the eCommerce industry than by looking to other leaders. After all, highly prominent executives have “been there, done that” and possess a wealth of experiences that executives of all levels can learn. Here are a few tips and lessons from top-notch executives to help you improve your CEO game.

    [*subheading*]The Art of Failing Gracefully[*endsubheading*]

    As a top executive, you might think that failure isn’t an option. In truth, failure happens all the time. What’s important about failure is how CEOs handle the challenges as well as how they learn from various mistakes made on the job. 

    According to Michelle Peluso, CEO of a billion-dollar lifestyle and design company, Gilt Groupe, failing gracefully is about being humble enough to learn and not being too hard on yourself. Peluso goes on to say that if you haven’t made a misstep on the job at some point – then you’re not making progress. She says it’s important for CEOs to step out of their comfort zone. It’s far better to innovate and make a mistake than stay stagnant without making progress forward.

    [*subheading*]Recognizing Responsibility[*endsubheading*]

    Ecommerce masterminds remind themselves that with great power comes great responsibility. If you are a CEO of any company in this space–be it an established company like WooCommerce or the latest startup–it’s important to understand you are a steward for millions of companies who sell things online and helping them run their shops smoothly. This is one among many examples of how CEOs are ultimately responsible for not only their company and its employees, but also their customers, clients and their businesses as well.  

    You don’t only have to look to CEOs in the tech world; leaders such as Jeffrey Immelt, the CEO of General Electric, use the gravity of responsibility in their profession to produce better results for their company’s clients. Immelt says, “I think the CEO has to be the moral leader of the company…it’s about performance with integrity.”  

    [*subheading*]The Importance of Self-Talk[*endsubheading*]

    Top executives are constantly communicating with staff, clients and partners. It might seem like there is never a moment away from smartphones or computer screens. This is a mistake, according to Daniel Lubetzky, CEO and founder of KIND snack company. Lubetzky may not be leading a company of software developers and sysadmins, but his words are just as valuable. He says self-talk is just as powerful in decision-making processes as communicating with others. Lubetzky goes on to say that it’s important to talk to yourself because it gives your mind the space to analyze. 

    Furthermore, self-talk can help CEOs combat the[*nolink https://www.ceo-review.com/keeping-analysis-paralysis-from-interfering-with-productivity-and-performance/" style="text-decoration:none; *] analysis paralysis[*endlink*] syndrome because it’s a healthy and effective way to process thoughts. Lastly, Lubetzky says that self-talk is a powerful way to connect with yourself, your vision and gain perspective in a more profound way. This, in turn, results in better leadership and can render innovative thinking for CEOs.

    [*subheading*]Patience Is a Virtue (Even for CEOs)[*endsubheading*]

    As a CEO, you’re probably familiar with the hustle-bustle, busy corporate scene. Very often, mammoth decisions need to be made quickly in order to secure the right deal or land the right opportunity. However, if you’re pushing for negotiations, or aggressively pursuing a deal – that might be your worst mistake. 

    According to Bob Iger, the CEO of Disney, patience is a key attribute for any executive. Disney has adapted with the times and risen as a leader in the streaming space. Iger explains that it’s great to have ambitions, and gaining control over what can be controlled is necessary as a CEO. However, in some situations, putting in the work and being patient while anticipating results from your efforts is the better part of valor. Igor encourages professionals to recognize some things are beyond control, and waiting patiently while playing the long-game for success is more prudent than pushing for results.

    [*subheading*]The Last Word on Taking Tips From the Pros[*endsubheading*]



    If you are a top executive, you deal with extreme responsibilities. You may think the weight of the world is upon your shoulders. That can be a very lonely existence. Thankfully, there are high-level executives who have been in your shoes. Therefore, improve your CEO game by learning from seasoned executives who have experience in both success and failure.

_Brand: CEO Monthly (£75.00) £75.00
_Select Publication Date: 2022-04-26
_Number of images/videos: 1 (£0.00)
_Media 1: Image or video?: Image (£0.00)
_Total number of words: 750-1000 (£10.00) £10.00
_Do-Follow links: 1
_Article title: 4 Lessons for CEOs in the eCommerce Space
_Article text: It takes a specific mindset combined with true grit to command any company, let alone one in the fast-moving world of eCommerce. Today more than ever, CEOs of online store builders like Shopify, Adobe and website hosting companies like the [*link https://wpengine.com/ecommerce/\" style=\"text-decoration:none; *]WooCommerce hosting company[*endlink*] feel tremendous pressure to perform. Add that to the factors that all CEOs face – the influence of media exposure, the ever-growing need for transparency and the demand for flexibility when faced with constantly changing market trends – and it’s pretty obvious that CEOs have their work cut out for them.  In fact, studies show that up to 70% of[*nolink https://www.forbes.com/sites/forbescoachescouncil/2020/03/13/why-most-new-executives-fail-and-four-things-companies-can-do-about-it\" style=\"text-decoration:none; *] top executives fail[*endlink*] within the first 18 months of accepting a c-suite position. In light of this staggering statistic, many CEOs are beginning to rethink and reform how they are conducting business.  There is perhaps no better way to improve upon business prowess in the eCommerce industry than by looking to other leaders. After all, highly prominent executives have “been there, done that” and possess a wealth of experiences that executives of all levels can learn. Here are a few tips and lessons from top-notch executives to help you improve your CEO game. [*subheading*]The Art of Failing Gracefully[*endsubheading*] As a top executive, you might think that failure isn’t an option. In truth, failure happens all the time. What’s important about failure is how CEOs handle the challenges as well as how they learn from various mistakes made on the job.  According to Michelle Peluso, CEO of a billion-dollar lifestyle and design company, Gilt Groupe, failing gracefully is about being humble enough to learn and not being too hard on yourself. Peluso goes on to say that if you haven’t made a misstep on the job at some point – then you’re not making progress. She says it’s important for CEOs to step out of their comfort zone. It’s far better to innovate and make a mistake than stay stagnant without making progress forward. [*subheading*]Recognizing Responsibility[*endsubheading*] Ecommerce masterminds remind themselves that with great power comes great responsibility. If you are a CEO of any company in this space–be it an established company like WooCommerce or the latest startup–it’s important to understand you are a steward for millions of companies who sell things online and helping them run their shops smoothly. This is one among many examples of how CEOs are ultimately responsible for not only their company and its employees, but also their customers, clients and their businesses as well.   You don’t only have to look to CEOs in the tech world; leaders such as Jeffrey Immelt, the CEO of General Electric, use the gravity of responsibility in their profession to produce better results for their company’s clients. Immelt says, “I think the CEO has to be the moral leader of the company…it’s about performance with integrity.”   [*subheading*]The Importance of Self-Talk[*endsubheading*] Top executives are constantly communicating with staff, clients and partners. It might seem like there is never a moment away from smartphones or computer screens. This is a mistake, according to Daniel Lubetzky, CEO and founder of KIND snack company. Lubetzky may not be leading a company of software developers and sysadmins, but his words are just as valuable. He says self-talk is just as powerful in decision-making processes as communicating with others. Lubetzky goes on to say that it’s important to talk to yourself because it gives your mind the space to analyse.  Furthermore, self-talk can help CEOs combat the[*nolink https://www.ceo-review.com/keeping-analysis-paralysis-from-interfering-with-productivity-and-performance/\" style=\"text-decoration:none; *] analysis paralysis[*endlink*] syndrome because it’s a healthy and effective way to process thoughts. Lastly, Lubetzky says that self-talk is a powerful way to connect with yourself, your vision and gain perspective in a more profound way. This, in turn, results in better leadership and can render innovative thinking for CEOs. [*subheading*]Patience Is a Virtue (Even for CEOs)[*endsubheading*] As a CEO, you’re probably familiar with the hustle-bustle, busy corporate scene. Very often, mammoth decisions need to be made quickly in order to secure the right deal or land the right opportunity. However, if you’re pushing for negotiations, or aggressively pursuing a deal – that might be your worst mistake.  According to Bob Iger, the CEO of Disney, patience is a key attribute for any executive. Disney has adapted with the times and risen as a leader in the streaming space. Iger explains that it’s great to have ambitions, and gaining control over what can be controlled is necessary as a CEO. However, in some situations, putting in the work and being patient while anticipating results from your efforts is the better part of valour. Igor encourages professionals to recognize some things are beyond control, and waiting patiently while playing the long-game for success is more prudent than pushing for results. [*subheading*]The Last Word on Taking Tips From the Pros[*endsubheading*] If you are a top executive, you deal with extreme responsibilities. You may think the weight of the world is upon your shoulders. That can be a very lonely existence. Thankfully, there are high-level executives who have been in your shoes. Therefore, improve your CEO game by learning from seasoned executives who have experience in both success and failure.
product_extras: Array
submitted: 1
£85.00£85.00
1AI Guest Post
  • Brand: CEO Monthly (£75.00) £75.00
  • Select Publication Date: 2022-04-27
  • Number of images/videos: 1 (£0.00)
  • Media 1: Image or video?: Image (£0.00)
  • Total number of words: 500-750 (£0.00)
  • Article title: Here Is How You Know When It Is Time to Restructure
  • Article text: Restructuring your company is a huge step that should be taken only after the deepest possible consideration. A proper restructure is a little like creating an entirely new company. Some companies do just that, only keeping the familiar name for branding purposes. 

    Knowing how to restructure is one thing,[*link https://www.ceo-review.com/knowing-when-its-time-to-restructure-your-business/" style="text-decoration:none; *] [*endlink*]knowing when it is time to restructure your business is quite another. There are a number of factors to consider and no single article can list them all. It helps to narrow it down to a few key factors that will keep you focused.

    There are a lot of things that happen in a business that make you consider restructuring. Here are a few in no particular order:

    -You are not making enough money.

    -Your business has suffered reputational damage.

    -Key employees are leaving for better opportunities.

    -You are constantly outperformed by competitor products and services.

    -Stagnation has set in.

    -You have no clear path forward.

    All of these are serious problems, especially for enterprise-class businesses. But as CEO, you don’t want to hit the eject button too early. There are much less destructive ways to deal with those issues. Try them first. However, you might need to start with something bigger if you are having all of these problems all at once. Let’s take a look at a few of them and consider solutions other than a full restructure:

    [*subheading*]No Clear Path Forward[*endsubheading*]

    If you are having a problem with stagnation to the point that there are no clear paths forward, you might need new visionaries to spark a new vision. Task the keep people in the areas where progress has stalled to present plans, not just ideas, for moving forward. If they can’t produce workable plans, you need to replace them with people who can.

    That is where something like[*link https://www.forumbrands.com/careers/" style="text-decoration:none; *] Forum jobs[*endlink*] can be a real lifesaver. You are not just filling a sales position or something in middle management. You need to make top-level changes that require top-level people. They’re out there, and are probably working for some other company looking for their chance to make a real difference in their industry. To find them, search in the right places. Also, avoid the mistake of casting too narrow a net. Brilliant people do not usually come from cookie-cutter molds. You will have to think outside of your box to find the people who can get you out of your rut. 

    [*subheading*]Reputation Damage[*endsubheading*]

    Sometimes, damage to your corporate reputation can never be repaired. However, in most cases, there are ways to repair your damaged reputation. The key is to soberly assess the damage and stop the bleeding. When your reputation is taking a dive, don’t double-down on anything until you know what the problem is. Don’t be belligerent and prideful. That form of pridefulness at a time like that can make it nearly impossible to recover, even with a reorg. 

    Many companies deal with damage to their reputation by rebranding rather than reorganizing. Facebook has recently rebranded to Meta. Only time will tell if this move will work. While it is good to not mistake your product for the company, Meta moved from branding as one product to another. Mistakes were made with the rebranding although the strategy is sound. If the cause of the bad reputation can be traced to corporate structure, a reorg could be the only option. But before going that route, take a beat and discover the root of the issue. Humility will go a long way.

    [*subheading*]Can’t Compete[*endsubheading*]

    If you find that you can’t compete no matter what you do, the problem might not be corporate structure, but your vision. Some people hold on to their visionary idea as if it were a religion to be protected at all costs. What it typically costs is your business. Competitors are beating you because there might be something fundamentally unsound about your business idea, product, or strategy. It keeps losing because it can never win in the current market environment. Don’t reorg your business to keep a bad idea alive. Reimagine your idea.

    There are times when a reorg is the only way forward. That time is when nothing you do can show you a path forward, overcome reputation damage, or overtake the competition.

_Brand: CEO Monthly (£75.00) £75.00
_Select Publication Date: 2022-04-27
_Number of images/videos: 1 (£0.00)
_Media 1: Image or video?: Image (£0.00)
_Total number of words: 500-750 (£0.00)
_Do-Follow links: 1
_Article title: Here Is How You Know When It Is Time to Restructure
_Article text: Restructuring your company is a huge step that should be taken only after the deepest possible consideration. A proper restructure is a little like creating an entirely new company. Some companies do just that, only keeping the familiar name for branding purposes.  Knowing how to restructure is one thing,[*link https://www.ceo-review.com/knowing-when-its-time-to-restructure-your-business/\" style=\"text-decoration:none; *]knowing when it is time to restructure your business is quite another[*endlink*]. There are a number of factors to consider and no single article can list them all. It helps to narrow it down to a few key factors that will keep you focused. There are a lot of things that happen in a business that make you consider restructuring. Here are a few in no particular order: -You are not making enough money. -Your business has suffered reputational damage. -Key employees are leaving for better opportunities. -You are constantly outperformed by competitor products and services. -Stagnation has set in. -You have no clear path forward. All of these are serious problems, especially for enterprise-class businesses. But as CEO, you don’t want to hit the eject button too early. There are much less destructive ways to deal with those issues. Try them first. However, you might need to start with something bigger if you are having all of these problems all at once. Let’s take a look at a few of them and consider solutions other than a full restructure: [*subheading*]No Clear Path Forward[*endsubheading*] If you are having a problem with stagnation to the point that there are no clear paths forward, you might need new visionaries to spark a new vision. Task the keep people in the areas where progress has stalled to present plans, not just ideas, for moving forward. If they can’t produce workable plans, you need to replace them with people who can. That is where something like[*link https://www.forumbrands.com/careers/\" style=\"text-decoration:none; *] Forum jobs[*endlink*] can be a real lifesaver. You are not just filling a sales position or something in middle management. You need to make top-level changes that require top-level people. They’re out there, and are probably working for some other company looking for their chance to make a real difference in their industry. To find them, search in the right places. Also, avoid the mistake of casting too narrow a net. Brilliant people do not usually come from cookie-cutter moulds. You will have to think outside of your box to find the people who can get you out of your rut.  [*subheading*]Reputation Damage[*endsubheading*] Sometimes, damage to your corporate reputation can never be repaired. However, in most cases, there are ways to repair your damaged reputation. The key is to soberly assess the damage and stop the bleeding. When your reputation is taking a dive, don’t double-down on anything until you know what the problem is. Don’t be belligerent and prideful. That form of pride at a time like that can make it nearly impossible to recover, even with a reorg.  Many companies deal with damage to their reputation by rebranding rather than reorganizing. Facebook has recently rebranded to Meta. Only time will tell if this move will work. While it is good to not mistake your product for the company, Meta moved from branding as one product to another. Mistakes were made with the rebranding although the strategy is sound. If the cause of the bad reputation can be traced to corporate structure, a reorg could be the only option. But before going that route, take a beat and discover the root of the issue. Humility will go a long way. [*subheading*]Can’t Compete[*endsubheading*] If you find that you can’t compete no matter what you do, the problem might not be corporate structure, but your vision. Some people hold on to their visionary idea as if it were a religion to be protected at all costs. What it typically costs is your business. Competitors are beating you because there might be something fundamentally unsound about your business idea, product, or strategy. It keeps losing because it can never win in the current market environment. Don’t reorg your business to keep a bad idea alive. Reimagine your idea. There are times when a reorg is the only way forward. That time is when nothing you do can show you a path forward, overcome reputation damage, or overtake the competition.
product_extras: Array
submitted: 1
£75.00£75.00
1AI Guest Post
  • Brand: CEO Monthly (£75.00) £75.00
  • Select Publication Date: 2022-04-27
  • Number of images/videos: 1 (£0.00)
  • Media 1: Image or video?: Image (£0.00)
  • Total number of words: 500-750 (£0.00)
  • Article title: Empower Your Staff To Be Lifelong Learners With These Ideas
  • Article text: One of the key attributes that distinguish CEOs from the average person is that they’ve developed the habit of being a lifelong learner. Because most people have a negative association with traditional education, it creates challenges for them to commit themselves to learning new things. So, when you say it’s important to be a lifelong learner all they can imagine is being cooped up in a classroom and taking tests for the rest of their lives.

    As a CEO, you can create a culture of lifelong learners. Learning happens all the time whether we realize it or not. When someone is interested in playing golf, they take the time to learn how to hold a club properly. When an individual is interested in switching careers, they learn all about what’s necessary to make it happen.



    Some medical professionals, like PAs, may have switched from being business owners to going through countless[*link https://www.roshreview.com/pa-student-clinical/" style="text-decoration:none; *] PANCE practice questions[*endlink*] just so they could sit with patients and care for them instead. As a CEO, you have a unique opportunity to help people realize their potential. Here are some ways that you can empower your staff to be lifelong learners in ways that might ignite new passions in them.

    [*subheading*]Offer Incentives for Additional Training[*endsubheading*]

    Money talks. Let’s face it, people often work for companies because of the benefits they provide. Offering financial incentives to employees who undergo additional training, get new certifications, or further their college education, can help motivate and empower some of your staff. Additionally, having tiers of salary that they can step through if they advance their training in a particular field can also be appealing. So, whether you pay for the training and certifications or you increase their salary once they finish, offering financial incentives can help.

    [*subheading*]Create Healthy Competition for Reading[*endsubheading*]

    Reading books can feel arduous. Many people remember back to their school days when they read George Orwell when they would’ve preferred something from R.L. Stine. Assigned reading is the best way to get no one on board with your ideas. However, creating healthy competition for people who read a variety of content can help motivate employees toward being lifelong learners. While some of your staff may prefer to pick up a good novel, others might enjoy a biography or a historical book. Pit your teams against each other in a pursuit to see what kind of reading they might do if they got rewarded as a team for it.

    [*subheading*]Provide Paid Time for Staff To Pursue an Interest[*endsubheading*]

    Part of the problem with trying to create lifelong learners is when are they supposed to do it? People have lives outside of work that include families, chores, errands, and everyday activities. They often can’t find the time to pursue something they are interested in learning about. Why not[*nolink https://www.thebalancecareers.com/low-cost-employee-benefits-and-freebies-4140833" style="text-decoration:none; *] give them work time to do it[*endlink*]? If someone wants to learn how to cook, you could give them a day to go learn how to make pastries with a local chef. If someone wants to garden, send them to a local nursery to see how the professionals make their gardens grow.

    [*subheading*]Create Mentoring Programs[*endsubheading*]

    Mentoring is a sneaky way to help people learn. It’s simply an opportunity to invite someone into a relationship where one person shares their knowledge and skills with the hopes that the other will be able to do the same. Want to[*nolink https://www.ceo-review.com/what-are-the-important-qualities-to-become-a-good-leader/" style="text-decoration:none; *] incubate more leaders[*endlink*]? Pair interested staff with upper management in your company. Give them a chance to have their ideas and voices heard so that not only can they grow, but your company can benefit as well.

    [*subheading*]Let Them Choose Topics They Are Interested In[*endsubheading*]



    One of the worst parts of creating lifelong learners is in trying to tell them the best topics to learn. Forcing the same topics on everyone is a surefire way to get staff to reject the notion of learning for life. Instead, let your staff pick and choose topics to learn about that they are interested in. Your procurement staff might be interested in learning more about marketing, and your administrative staff may be interested in discovering what it looks like to be a graphic designer. Creating a culture of lifelong learners means that the sky's the limit, and all learning is good learning. Once they realize that learning is fun and can happen in many ways.

_Brand: CEO Monthly (£75.00) £75.00
_Select Publication Date: 2022-04-27
_Number of images/videos: 1 (£0.00)
_Media 1: Image or video?: Image (£0.00)
_Total number of words: 500-750 (£0.00)
_Do-Follow links: 1
_Article title: Empower Your Staff To Be Lifelong Learners With These Ideas
_Article text: One of the key attributes that distinguish CEOs from the average person is that they’ve developed the habit of being a lifelong learner. Because most people have a negative association with traditional education, it creates challenges for them to commit themselves to learning new things. So, when you say it’s important to be a lifelong learner all they can imagine is being cooped up in a classroom and taking tests for the rest of their lives. As a CEO, you can create a culture of lifelong learners. Learning happens all the time whether we realize it or not. When someone is interested in playing golf, they take the time to learn how to hold a club properly. When an individual is interested in switching careers, they learn all about what’s necessary to make it happen. Some medical professionals, like PAs, may have switched from being business owners to going through countless[*link https://www.roshreview.com/pa-student-clinical/\" style=\"text-decoration:none; *] PANCE practice questions[*endlink*] just so they could sit with patients and care for them instead. As a CEO, you have a unique opportunity to help people realize their potential. Here are some ways that you can empower your staff to be lifelong learners in ways that might ignite new passions in them. [*subheading*]Offer Incentives for Additional Training[*endsubheading*] Money talks. Let’s face it, people often work for companies because of the benefits they provide. Offering financial incentives to employees who undergo additional training, get new certifications, or further their college education, can help motivate and empower some of your staff. Additionally, having tiers of salary that they can step through if they advance their training in a particular field can also be appealing. So, whether you pay for the training and certifications or you increase their salary once they finish, offering financial incentives can help. [*subheading*]Create Healthy Competition for Reading[*endsubheading*] Reading books can feel arduous. Many people remember back to their school days when they read George Orwell when they would’ve preferred something from R.L. Stine. Assigned reading is the best way to get no one on board with your ideas. However, creating healthy competition for people who read a variety of content can help motivate employees toward being lifelong learners. While some of your staff may prefer to pick up a good novel, others might enjoy a biography or a historical book. Pit your teams against each other in a pursuit to see what kind of reading they might do if they got rewarded as a team for it. [*subheading*]Provide Paid Time for Staff To Pursue an Interest[*endsubheading*] Part of the problem with trying to create lifelong learners is when are they supposed to do it? People have lives outside of work that include families, chores, errands, and everyday activities. They often can’t find the time to pursue something they are interested in learning about. Why not[*nolink https://www.thebalancecareers.com/low-cost-employee-benefits-and-freebies-4140833\" style=\"text-decoration:none; *] give them work time to do it[*endlink*]? If someone wants to learn how to cook, you could give them a day to go learn how to make pastries with a local chef. If someone wants to garden, send them to a local nursery to see how the professionals make their gardens grow. [*subheading*]Create Mentoring Programs[*endsubheading*] Mentoring is a sneaky way to help people learn. It’s simply an opportunity to invite someone into a relationship where one person shares their knowledge and skills with the hopes that the other will be able to do the same. Want to[*nolink https://www.ceo-review.com/what-are-the-important-qualities-to-become-a-good-leader/\" style=\"text-decoration:none; *] incubate more leaders[*endlink*]? Pair interested staff with upper management in your company. Give them a chance to have their ideas and voices heard so that not only can they grow, but your company can benefit as well. [*subheading*]Let Them Choose Topics They Are Interested In[*endsubheading*] One of the worst parts of creating lifelong learners is in trying to tell them the best topics to learn. Forcing the same topics on everyone is a surefire way to get staff to reject the notion of learning for life. Instead, let your staff pick and choose topics to learn about that they are interested in. Your procurement staff might be interested in learning more about marketing, and your administrative staff may be interested in discovering what it looks like to be a graphic designer. Creating a culture of lifelong learners means that the sky\'s the limit, and all learning is good learning. Once they realize that learning is fun and can happen in many ways.
product_extras: Array
submitted: 1
£75.00£75.00
Subtotal:£235.00
Discount:-£23.50
Payment method:Pay via Invoice
Total:£211.50