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Common Mistakes Made By Newly Promoted Leaders

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Common Mistakes Made By Newly Promoted Leaders

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Common Mistakes Made By Newly Promoted Leaders

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9 Tips to be a Better Leader - Leadership and Management Skills and Qualities

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9 Tips to be a Better Leader - Leadership and Management Skills and Qualities

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leadership advice for new leaders - YouTube

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Enjoy the videos and music you love, upload original content, and share it all with friends, family, and the world on YouTube.

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Volkswagen I.D. Buzz (2018) Exterior and Interior

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Volkswagen I.D. Buzz (2018) Exterior and Interior

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Volkswagen I.D. Buzz (2018) Exterior and Interior

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VW's adorable I.D. Buzz charms us on the California coast

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VW's adorable I.D. Buzz charms us on the California coast

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Volkswagen I.D. Buzz (2018) Exterior and Interior

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How to Be a Great Boss - Webinar Recording - Oct. 17, 2016

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How to Be a Great Boss - Webinar Recording - Oct. 17, 2016

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How to Be a Great Boss - Webinar Recording - Oct. 17, 2016

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Are You Ready to Be the Boss? - Grant Cardone

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Are You Ready to Be the Boss? - Grant Cardone

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Are You Ready to Be the Boss? - Grant Cardone

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7 Leadership Tips for Developers: How to be a great BOSS

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7 Leadership Tips for Developers: How to be a great BOSS

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7 Leadership Tips for Developers: How to be a great BOSS

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Volkswagen to revive popular microbus as electric vehicle

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Volkswagen to revive popular microbus as electric vehicle

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What  this illustrates is that in the world of management we must face the fact that we have to adapt to modernization of advancement in technology demands that we change the way we have been practicing our business model and ideas to welcome a new era of consumers and what they want to have available as a consumer. Volkswagen was forced to go back to their most popular vehicles and what was it that droie their success from the 60's to the mid 2000's and the answer was clear. The Volkswagen Bus by far carries so much history and memories that the people of today would be open arms to a new Bus design with today's technology, they tried this with the Beetle and they have since stopped importing from Mexico.

I grew up in an era when Volkswagen was at its prime from the 60’s into the late 70’s, as a matter of fact my very first car was a 1965 beetle that was converted into a Baja and what great memories, I still carry to this day

I remember driving my Baja from Southern California in the Summer of 1980 all the way to Salem, Oregon to visit my Uncle, and let me tell you what sweet memories those days were. We will never live those kinds of days every again, sad.

I remember the Volkswagen Bus an historical vehicle that has been intertwined into our era of the Vietnam War and the greatest music every to this day. From the Beetles to the Rolling Stones and almost every legendary band can be associated with the Volkswagen Bus in some way shape or form. Those were the best years.

Now that we are here at the year of 2019 and reading this article in the USA TODAY, I almost was in denial about what am I reading and is it actually true? Yes, it is true folks the Volkswagen Bus is making a comeback but this time it will be electric and not gas powered.

The sad part is we have to wait until the year 2022 to hit the dealerships abroad and there will be a new name for the bus; “The I.D. Buzz”. Volkswagen plan on targeting the Social media and the younger generation and believe that it will strongly be a booming success amongst the millennials.

The I.D. Buzz (Bus) will have a distance of travel range around 270 miles on the road, whish is better than any other competition including Tesla by an average of 30 miles. Eat that Tesla. The I.D. Buzz has an electric powerplant good for zero to 60 miles per hour in under five seconds and a top speed of 99 mph. The batteries are built into the floor for a low center of gravity, which adds to stability. Can you believe that, Wow?

This I.D.  Buzz will also have 57% more cargo space and will have all the bells and whistles such as forward collision warning and even pedestrian monitoring, and finally blind spot detection with lane-departure warnings.

With this new approach with the Volkswagen Corporation will catapult them back into the mainstream of the consumer. direct response to the massive shift in consumer interest to crossovers, sport-utility vehicles and pickup trucks amid low gasoline prices.

With the new Tiguan and a recently exposed SUV which is called the Atlas will soon be available at Volkswagen dealerships nationwide will have two critical armaments in their battle to bait consumers who are fair-minded in VW’s small cars.

direct response to the massive shift in consumer interest to crossovers, sport-utility vehicles and pickup trucks amid low gasoline prices. With the new Tiguan and a recently revealed SUV called the Atlas soon to hit dealerships, Volkswagen dealers will have two crucial weapons in their battle to lure consumers who are disinterested in VW’s small cars.

I find that this is directly related to Chapter 2 & 3

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CLOSE

The Volkswagen microbus, once both a hippy-dippy icon and rolling home to surfer dudes, is on its way back.

Seeking to reignite Americans' love affair with the microbus, Volkswagen Group says that it would bring the beloved vehicle back to its lineup. It will be thoroughly updated to make it one of the most modern vehicles on the road, despite its throwback styling.

Although it won't hit dealerships until 2022, VW said it will incorporate the bus style into a vehicle it calls the I.D. Buzz, which made its debut as a concept and stole the spotlight at the Detroit auto show in January.

The I.D. Buzz will be available in North America, Europe and China.

It seeks to capitalize on a trend on social media of young adults promoting their road trips in old-school vans under the hashtag #vanlife.

"After the presentations at the global motor shows in Detroit and Geneva, we received a large number of letters and emails from customers who said, 'please build this car,' " Volkswagen brand CEO Herbert Diess said in a statement.

The company made the announcement at an annual car show in Pebble Beach last weekend because "the microbus has long been part of the California lifestyle," Diess said.

The vehicle will get semi-self-driving capability, VW said. And the company said it would make a commercial van version of the vehicle called the I.D. Buzz Cargo, which would compete in a flourishing segment against models such as the Ford Transit and Ram ProMaster.

With its batteries and electric motor positioned underneath the floor, the vehicle has a "massively spacious interior and great proportions," VW said.

It "looks like a compact commercial van on the outside, even though it offers the generous interior space of a large SUV," Diess said.

Follow USA TODAY reporter Nathan Bomey on Twitter @ NathanBomey.

Read or Share this story: https://usat.ly/2wkjgke

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Volkswagen to revive popular microbus as electric vehicle

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CLOSE The Volkswagen microbus, once both a hippy-dippy icon and rolling home to surfer dudes, is on its way back. Seeking to reignite Americans' love affair with the microbus, Volkswagen Group says that it would bring the beloved vehicle back to its lineup.

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Click the Link:>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> Imagine It Forward: Courage, Creativity, and the Power of Change<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<And Learn Something!

What is so important about this post, is that I did a review on is the fact how to be a leader and lead with change and how to overcome obstacles and learning this from an expert of G.E. is well worth the time to read what Beth has to say

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Beth Comstock wrote the book on change and innovation. It's called Imagine It Forward: Courage, Creativity, and the Power of Change, and it's a powerful book on how to lead change and how to overcome obstacles.

I interviewed Beth, the former Vice Chair and head of marketing and innovation at GE. In our interview, we discuss being an introvert, how to navigate tension, how to grant permission to ourselves, how to create change in organizations that may resist it, how to give and ask for feedback, her best leadership and career advice, her favorite thing to do when she's not working, and much more.

Zack Friedman: You used to be an introvert. Throughout your business career, you've been a leader in public-facing roles. How did you make the change?

Beth Comstock: I had to learn to be successful in business, which is an extrovert's arena, and channel some extrovert energy that was already there. If I wanted to connect with other people, I had to put myself out there. I'm still an introvert. Introversion is a more inward focus and conserving your energy. Extroverts get energy by putting themselves out there. I just had to push myself and feel uncomfortable, but you have to do this to get better. I learned to know myself, and this is part of who I am.

Friedman: What's the number one problem facing companies today?

Comstock: I wrote the book to articulate the fear of taking risks on something new. We want certainty. We want to know. We want more data. We are less willing to try something new. I call it "The Imagination Gap," but that's the issue that businesses need to confront. I've met people who have told me their job is risk avoidance. Good luck. We are less willing to take risk in business that is not a sure thing.

Friedman: You've said that navigating tension is an important role for a leader. How does an effective leader navigate tension?

Comstock: Just like risk, you want a sure thing and want to take a risk on something new. There is tension there. If everyone doesn't agree with your idea or think it's a good one, there's tension. Navigating tension is part of good leadership. It doesn't mean you run from it. I had to learn to get better at that. I wouldn't say that I'm so good at it. I'm more diplomatic and I'm one of the "can't we all get along" kind of people. There's got to be a shared value and shared vision that we can come to. That means you need to wallow through disagreement and bring people into the mix who are different. Over time, I hope I became a champion for differences, especially for different mindsets. Gender is important, and so are different mindsets. I had to get good at asking more questions and being ok that there wasn't a nice, tidy answer at the end.

Friedman: You've said that innovation begins with permission granted. How do we take that first step to grant permission to ourselves?

Comstock: The first thing to say is that we are afraid. We are afraid to make this change. We're afraid to try something new. In business, we don't talk about fear. We put on our business game face and we're all supposed to be very courageous.

So, you have to give yourself permission to try something. Do it at a small scale first. It's much easier to try something directionally as opposed to betting the whole company. I find that in bigger organizations, people look for alibis to hide their fear. "My boss will never go for that." "We don't have enough budget for that." "My investors said they will never agree on that business model or type of return." So, people talk themselves out of it because it's easier than actually taking the risk and trying it. I am a big believer in giving yourself permission to just try. Take a step forward.

Friedman: How do you create change when your company is stuck in the old way of doing things and there are existing institutional norms?

Comstock: I think the first thing I would say to take some of the pressure off the idea of defying convention. Maybe you just want to hold your meeting in a different way. Take some of the pressure off it having to be some major innovation. I don't care if your organization is one-year-old or one-hundred-years-old, we start to develop patterns and habits. I often find that a good way is to test these ideas often in a smaller setting with your team before taking it to the big division meeting. Create a vision of what problem we're trying to solve and trying to expose people to different ideas. I often found it helpful to bring outsiders into the company to spark a new perspective. Sometimes, your colleagues don't listen to you because they know you. You can help defy convention when you find people who can speak with authority to try a different way. It gives people more confidence in the idea.

Friedman: So many public companies want to be forward -thinking, but they have the demands of quarterly earnings. How can they strike the right balance between short-term performance and imagining it forward?

Comstock: A good leader is able to communicate to investors how we operate today and how we are building for tomorrow. I'm a big believer in having two lanes of the company: you have your core operations - call it 70-80% of the company. It's a bit more predictable, you have visibility, and it's where your expertise is. Then, you have another 10-20% that is feeding what's new and next. I'd argue for even bigger percentages.

Start there and say to your investors that "this is new revenue or these are new markets, and it's going to take awhile to build our way. It's going to be more expensive in the beginning, but we can measure throughput of ideas, how little money we're spending, and what's the amount of learning. We are going to do this in a way so that by the time we deploy more capital, we've built your confidence that we're going to be your successful."

I long for a day where we can have these kinds of discussions where you run your company at a multi-speed approach.

Friedman: What are your three best pieces of career advice?
Comstock:

Get out of your office and discover things that are new, different, and even weird. Go see for yourself-that's critical. That's the opposite of all the optimization and productivity that we're all consumed with. You must make time to wallow in the new.

You have to be about creating the space for different perspectives and different views. Invite your critics. Invite people whose points of view challenge yours.

You have a lot more agency and permission than you think, no matter the stage of your career. I m a big of this idea of job crafting; I often took the job that no one else wanted. I saw something in it, and yes, I was able to deliver the responsibilities that the company wanted, but I added things to the job that I wanted to do and that no one else was doing. This way, you can expand your scope and impact.

Friedman: Kim Scott wrote Radical Candor, which is the go-to source for how to be a better boss and build better relationships at work. What's the best way to give and ask for feedback?

Comstock: You have to accept that receiving feedback is important. I love Kim Scott's book. You're doing it in a way with kindness. Say, "I am open for feedback. Tell me something I don't want to hear." And then work to make sure people tell you that. Sometimes, people who work for you won't tell you so you have to show them that you're sincere. You need to listen to it. Then have a strong strategic filter. Not all feedback needs to be heeded and acted on.

It's also important to ask for help. One of the pivotal moments in my career and during a 360-degree review, and my colleagues told me something I didn't want to hear. They said I came in with fully-baked ideas and my team felt a little left out. They wanted to contribute too. That was standing in my way of being a good team leader. I had to go back to my team and I say, "I heard you (feedback understood), I accept it," and this is the hardest thing: "I need your help. Can you help me?" The feedback creates another feedback loop where we ask for help.

The way we all learned management is not really relevant in the world today. You don't manage people; you manage your resources, your time and your energy. Feedback is how we move forward. This idea of "I'm gong to tell you what to do and you're going to listen to me" - you're trying to coach people. Feedback is about helping people get to a better place.

Friedman: What was the biggest mistake or setback of your career and how did you deal with it?

Comstock: I could have called the book Fail It forward. The most painful was the last time that I was at NBC and it was all about driving digital change. Personally, I was not being as successful as I needed to be. What I did was that I got very tribal. I was leading change, I kind of let it get to "us vs them." That never works. You want to find a way to use expertise that people have, but also you need to understand the new changes. I had to learn not to get so caught in the weeds and not to make it personal.

Friedman: You had this rule at GE with (former CEO) Jeff Immelt and at NBC with (former CEO) Bob Wright where you would bring back an idea three times, even when they told you no. You've said that you viewed "no" as "not yet." Tell me more about that strategy.

Comstock: We all have these gatekeepers or these alibis in our heads of why we can't do this, or someone just says no. I pitched the NBC Experience store to Bob Wright, and he told me "no" until we got to the third time, and then he told me "yes." He said, "I wanted to say 'no,' but you did your homework and you made the idea better. You made it hard to say no."

I realized he was testing me and the team to see our passion. Did we have stamina to see it through? Did we think it was a good idea? Would we back it? When I worked with Jeff Immelt, I learned that when you pitch a new idea, often no one has heard this new concept before. They need time to absorb it. I started to learn that "no" is "not yet." It doesn't mean people always want you to come back and ask again. So sometimes, you need to give up on it, or take a break or let someone else lead.

Friedman: What is something about you that we don't know but should?

Comstock: Here are two things. First, I call myself a changemaker, but I don't love change either. So, the reality is it takes awhile to get comfortable with new things. Second, I love to get out and dance.

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Former GE Exec Beth Comstock Shares Her Best Leadership Advice

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Beth Comstock wrote the book on change and innovation. It's called Imagine It Forward: Courage, Creativity, and the Power of Change , and it's a powerful book on how to lead change and how to overcome obstacles. I interviewed Beth, the former Vice Chair and head of marketing and innovation at GE.