Discovery Learning, Inc. has had the privilege of partnering with many higher education institutions over the years. One of the relationships that we are particularly proud of is Harvard University’s T.H. Chan School of Public Health. In this installment of our Ask the Expert series I had the opportunity to speak with Michael McCormack, Deputy Director for the Public Health Leadership and Director of Practice, at the Harvard T.H. Chan School of Public Health.  Michael has the unique challenge of designing a program to develop leaders in the public health sector in a rapidly changing public health landscape. N: Hi Michael thanks for agreeing to talk about the Leadership Concentration at the Harvard T.H. Chang School of Public Health. Perhaps we could start with you providing an overview to our readers about what the Leadership Concentration is and how it came about? M: "Let me put this in the context of public health and the fact that very few people know what public health is. Most people only think about public health when something significant occurs.  So recent examples are West Nile virus, and swine flu, or now Ebola.  During a time of crisis suddenly everyone thinks about public health.  The Harvard School of Public Health has several different departments that one can get a masters of public health degree. These include epidemiology, bio statistics as well as health policy management and environmental health.  We saw a strong need for graduates of the Harvard School of Public Health to see themselves as collaborative leaders because if you are going to work in public health you really have to be able to interact with the community and community leaders, as well as be an expert in your own field of public health.  So what we wanted to do was design a program that was somewhat flexible to accommodate the unique needs of each of those departments and at the same time give people some insights about their own leadership.  So the leadership concentration tries to help students see themselves as leaders by: 1)      Doing a series of self-assessment instruments including the Discovery Leadership Profile. 2)      The school requires that students have a minimum of ten credit hours of leadership courses. 3)      Students in the concentration need to work internally with a coach which is different than an academic advisor. The purpose of the coach is really to try to be a sounding board for the student about what they are learning about themselves and about leadership during their time in the concentration. 4)       Students are also required to document what they are doing through an electronic portfolio. The portfolio provides the students a way to assess at the beginning of the year what they see as their strengths and what they are trying to accomplish and where they are at the year’s ends. 5)      The last component is that we ask the students to do is something that’s about teaching the leadership community something about health, public health or leadership. The idea behind this is giving something back to the community. People have done some very nice things with that work and so that was the last goal of the leadership concentration." N: You mentioned that one of the components of the program is coaching for the students.  Do you tie coaching back to the feedback that they’re getting from the 360 survey? M: "Yes, quite often that does happen. What we do with self-assessment is have four to five sessions each year in the fall, and we give students a series of instruments that they can take to get snapshots of their style. Typically we use Thomas-Kilmann Conflict Instrument and sometimes the Myers Briggs type indicator.  We always use the 360 from Discovery Learning and we are very happy with it and the students like it a lot.  Students go through the battery of instruments. We always do this as a group, we have about forty people broken into two groups that meet on different nights.  The group that students work with remains intact and the intent of that is that they should feel free to have conversations about what are they learning about themselves from each of the instruments. The idea is not just to get the data but to feel comfortable talking about the implications of the snapshot with a group of peers.  I think that by making people talk about it, at first it feels a little risky, but in fact what it does is kind of normalize whatever the data is. People no longer feel like they are a good or bad person based on the results of their assessments.  They get to hear other people wrestling with the same questions. That really helps them feel ok about their data. They may not like some of it, but it makes the experience much more about learning and being able to set up a learning community. " N: Does the Harvard School of Public Health focus on leadership competencies? How do you define the competencies for a great public health leader? M:" That was something we really struggled with because there’s such a wide array of skills and competencies that we could focus on. But eventually we were able to distill it down into six or seven key principles including: change management, leadership diversity and inclusion, decision making and risk analysis, operations management, developing people. There was probably a couple more, but I think those were the key things that our research found that people tend to focus on and pay the most attention to. " N: How did you develop a curriculum around those competencies? With any one of the focus areas it seems one could spend a lifetime mastering the leadership skills and traits associated with those different competencies. How do focus in on what’s critical for students in the limited time that you have them? M: "That was a big dilemma that we struggled with. Not only do we have limited time, but not all students see a need for all of those competencies. What we have asked people to do, is to do a gap analysis of themselves and to think about what are the two maybe three competencies they’re going to focus on. We are trying to get a framework so that people can pick some meaningful things for their own personal development.  Because, as you noted, in a year, you can only do so much. One of our key challenges is to help these students see themselves as leaders. If you don’t see yourself as a leader, if you don’t have the internal resource for that, then you’re not going to be as effective because you are going to be hesitant to act. You’re not going to know how to look for resources and ask for help. If you really see yourself as a leader, you have fewer qualms about saying I don’t know the answer to this but I know how to find it out and I know people I can talk to. So that’s the reason why we felt like if you pick a couple of competencies and you get the larger framework then you should be effective at what you set out in the world to do. The other thing I’d say about that is Dean Frank, the head of the school, talks a lot about the changing face of public health. He says what you really need in the world, as it’s becoming more global, are people who not only know public health but can convey their ideas effectively so that people are actually willing to change and try new things. " N: What are some challenges that are relatively constant in public health? What are some things that you see emerging that public health leaders need to be focusing on? M: "So the kind of common challenges these people face whether you are the head of the public health department or the head of the CDC in Atlanta is constrained resources. You never have enough staff, funding , or time.  If you are in the community as head of the public health department you run a spectrum of things from restaurant inspections and controlling rats to clean air and clean water, emergency preparedness, and infectious diseases that are occurring. So it’s a very wide spectrum of knowledge that you are supposed to have. The challenge is staying current with that, being able to lobby the legislators at whatever level is relevant. So how do you get those resources? Generally people don’t want to spend money on public health, if you don’t understand it; you’ll think I don’t need to do that. When it goes wrong, then you’ll want someone who is really good at it but you haven’t given them money to do anything with. But I think beyond that, the thing that’s happening now is really the globalization of the issues around health. It used to be that communicable diseases were really the problem of smaller, developing nations. But now they’re being seen all over the globe. That has a lot to do with how quickly someone who is sick can go from "wherever" to the United States or to Canada or to anyplace else and bring a disease with them on a plane. While they were on that 8 or 24 hour flight the disease was incubating and it doesn’t show up until they’re actually in the public in whatever country they were going to. So that’s a big challenge. Another big challenge is as people emulate the west more and more, the diets are changing around the world. So now you are seeing much more of the chronic ailments that people have around obesity and heart disease that you wouldn’t have seen two or three decades ago. It’s interesting to note that in the 1900’s the average lifespan of a human was about 49 years of age. Today it’s 66.7. In 2000, for the first time ever, older people outnumbered younger people on the face of the planet. So who gets sick and what illnesses they’re facing and what systems you have in place for good health are changing dramatically. It is critical today to have people who are very good at leading and challenging the status quo, but in a way that it gets heard and actually acted upon.  I think it’s’ becoming much more critical for people to be successful in the role of public health." We would love to talk to you about how Discovery 360 Leadership Profile can empower the development of your organizations leaders. Click Here to Learn More About DLI’s Discovery Leadership Profile Michael McCormack is the Deputy Director for the Public Health Leadership and Director of Practice, at the Harvard T.H. Chan School of Public Health.  He is also the Director of the Massachusetts Institute for Community Health Leadership, which he created for the Blue Cross Foundation in 2005. Michael received his M.S. in Organization Development from American University. He has been at HSPH since the fall of 2008. The post How the Harvard T.H. Chan School of Public Health is Developing the Future of Public Health Leadership appeared first on Discovery Learning Inc..

Tammie Plouffe is an early adopter and co-creator of Change Navigator, DlI’s latest professional resource for change leaders. I had the opportunity to speak with Tammie about her experience using the new resource and get some early feedback on best applications, target audiences, key takeaways and participant impact. What types of client situations have you found the Change Navigator most helpful for? - NM Change Navigator provides a solid framework for understanding the stages that are common to people undergoing significant change. It offers a new way of approaching transitions, by focusing on the emotions of people, whose buy in and support are critical to success. I have found this tool to be very helpful for complex change situations involving leaders who are in the process or getting ready to lead a large transformation i.e. restructuring, merger, acquisition. Leadership development programs where content is focused on leading change is a good way to use the Change Navigator. Also, another great application is in team meetings or planned team development sessions where dealing with change is a relevant topic. Executive coaching is another way to use this tool to assist leaders experiencing a significant change either personally or organizationally to get clarity on what they can do to effectively navigate the emotional terrain and lead a more successful change initiative. What is the talk track you are hearing from leaders about their challenges in leading others through change? Some of the biggest challenges I am hearing from leaders include: Managing in an environment that is defined by uncertainty, ambiguity and change fatigue. This includes managing teams in a context of fear due to the lack of information and uncertainty. Leaders are finding themselves with the challenge of managing through an environment of rumors and speculation which can be a major distractor to the progress of change initiatives and can exacerbate existing challenges. Leaders are asking questions like "What can I do to keep the team motivated and focused through all of this ambiguity?" Maintaining the focus of both the team and the leader. A common question I hear from leaders, "What support can I provide the team to stay team focused on being productive during this period of change? " Leaders are challenged to keep their teams priorities and attention on factors that they can control. Too often leaders watch the productivity and moral of their teams erode as people spend emotional capital and resource distracted by the things that are out of their control. People will respond differently to change depending on where they are emotionally in the change process. Change Navigator is really useful for grounding teams and leaders on where they are personally in the change process. For leaders especially it helps to clarify and identify strategies they can use to move their teams forward effectively and successfully. Lack of Control. Leaders are expressing frustration that it is challenging to plan or position for the unknown. Often, they are required to lead teams and implement a change that they themselves did not choose and may have their own feelings about. Building Optimism and Hope for the Future. Leaders are working with the complexity of implementing change initiatives while doing day to day work and dealing with people’s emotions about change. They are tasked with the challenge of rallying people around a compelling vision and helping their teams understand and buy into the benefits of the change. What is inspiring leaders about leading change in today’s environment? Some common themes I am hearing from leaders that I work with are: The opportunity to innovate their organizations to perform better The opportunity to be part of building something new and exciting in the organizations they serve Making a positive difference for the people and teams they lead. Building new skills and capabilities towards future results. Winning - embracing challenges and the energy (and adrenalin rush!) that can bring when successful. Why is change leadership important? It balances change management activities of planning etc. and is a key ingredient to making change stick. Change leadership is the work leaders do to enlist people’s hearts and minds in a change effort and engage them to work in new ways in order to get better, and more meaningful results. What kinds of impacts does working with the Change Navigator have on people? What value do leaders acknowledge they get from working with the Change Navigator? A recent client who had his leadership team do the Change Navigator workshop while they were in the midst of splitting up their company into two separate businesses said that the CN helped them understand the emotional part of making transitions and this insight helped build their personal resilience as well as have increased empathy for the people they were leading who were finding the change very challenging. What do you most admire about leaders who are effective at leading and navigating change? What are you noticing about leaders who are very effective at leading change? The thing I admire most is their ability to stay positive and optimistic while acknowledging that change is tough work. I also believe that the most effective change leaders are those that are optimistic and empathic, they create hope and inspire confidence. They stay involved in the change effort and bring people along. So often leaders get through their own response to change and forget that the rest of the organization may be going through it at a different pace than they are or experiencing a different impact. What advice do you have for other consultants/ trainers working with the Change Navigator? I have found that as I work with the CN, I continue to learn more about navigating transitions both personally and through others. It has individual, team and organizational application. I would encourage other consultants to continue stay in the learning process and resist the temptation to be the expert. I have also found sharing stories about transitions to be helpful to bring the model to life and resonate. What insights and learnings have you had from working with this product? How to navigate change better and with greater insight. I am able to get clearer faster about what stage of transition I am navigating and what I can do to help myself or be of service to another. Learn More About the New Change Navigator Tammie Plouffe is a professional Organizational Development consultant. She is managing partner of Innovative Pathways and has assisted many large and mid-sized corporations in developing their leadership and organizations to embrace challenges. Plouffe holds a Master of Science, Organizational Development from Pepperdine University, California and a B.A. in Psychology from Dalhousie University, Nova Scotia. She lives in Toronto, Canada with her husband and two sons. The post Preparing Leaders to be Change Navigators appeared first on Discovery Learning Inc..

Reacting Is Not Resisting To improve your effectiveness at leading change remember one mantra, "reaction does not equal resistance."  When you are satisfied or at least comfortable in a situation and you have to change it’s natural to react.  Our reactions can range from surprise, to shock, to disbelief.  But expressing our surprise and asking questions for better understanding is not the same as resisting the change.  Failure to turn cartwheels in celebration is not the same as resisting.  Resisting is purposefully impeding the change, either passively or actively. So what drives someone from their natural reaction to a change to subversive resistance?  At the heart of the answer is the feeling that the expression of their surprise, shock or disbelief cannot be voiced and honored.  We cannot change the way people feel about a change, but we can intensify those feelings by ignoring, discounting or demeaning them. Some leaders seem to believe that listening to angsts and concerns conveys agreement with the feelings.  It doesn’t.  You cannot change the way another person feels about something, they have to change it.  You can assist their change by acknowledging and honoring their feelings.  This requires purposeful listening.  What you can do is help to drive them into resistance.  The moment you tell me I shouldn’t or don’t feel the way I am feeling, the path to resistance is paved. The Emotions That Lead to Resistance Let’s be honest and state the obvious.  Change is messy and it’s likely to stay that way.  Even with our best efforts to "manage change", it’s still messy.  People react emotionally to change and the emotions are usually more negative than positive.  So why not accept this as a predictable part of any change and focus on how to best work with these emotions rather than ignoring them or sweeping them under the proverbial carpet. The first step in this effort is to understand that reacting to change is not the same as resisting change.  The emotions typically associated with reacting to change include anxiety, confusion and vulnerability.  When these emotions are not acknowledged they tend to morph into frustration, distrust and fatigue which are the emotions that lead to resistance.  Resistance is the by-product of poorly managing the emotions that naturally accompany change.  When you tell me I shouldn’t be confused, I become frustrated.  When you tell me I should be anxious, I become distrustful. Leaders can learn to work with these emotions and help others with the resolution of negative emotions into purpose, trust, honesty and compassion.  But the first step is acknowledging and accepting our own negative emotions.  Once we’ve put our own oxygen mask on then we can try to help the person next to us. The Emotions That Lead to Resiliency We know the emotions that lead to resistance include anxiety, confusion, frustration and fatigue.  We also know which emotions increase our resiliency - purpose, enthusiasm, optimism and confidence.  If we expect people to give up something that is familiar but arguably ineffective then they want to see how the change improves their world for the better.  What’s the purpose?  The purpose needs to generate enthusiasm.  Leaders should be optimistic about the changes, even if they are negatively impacted by the change.  And finally, they need to express confidence that this change is possible. So if a leader cannot articulate a purpose for change that extends benefit beyond his/her own interest, doesn’t show enthusiasm for the change, isn’t optimistic and cannot communicate confidence that the change can be successful, then why should anyone follow. When a change is ill-conceived and poorly executed, not only is the current change initiative damaged but the success of all future changes are jeopardized.  When leaders approach change with clear purpose, enthusiasm, optimism and confidence, the outcomes are more likely to be successful and the organization is a step closer to a culture of resiliency. For 25 years Discovery Learning, Inc. has been designing programs to help organizations develop better change leaders. Check out our latest research on Change Leaders! Free Copy: Trends in Change Leadership The post Change Leader, Beware These Pitfalls appeared first on Discovery Learning Inc..

July is National Anti-Boredom Month. With summer activities, festivals, and vacations, it is hard to imagine July as a boring time.However, with many distractions outside of work, it can make your responsibilities feel quite dull.So I ask: Are you bored in your role this summer? Do you find yourself in auto-pilot? Do you want your one week vacation to be all month?If you answered yes to any of those questions, look in the mirror. You are the person accountable for that. No one else. So, what are you going to do about it?It won’t be fixed overnight. But you can start now, and gradually it will shift.This week’s tip is to change your routine, so you can feel more energized about your responsibilities. Take a different bus. Work from a coffee shop for a morning if you can. Go to lunch with a new client or employee. Attend a networking event. Talk with someone new from a different department. There are so many options - just pick one.Last week, I worked a couple days from a lake in Idaho. It is a happy place for me. I was able to focus, enjoy the beautiful scenery, and get a lot of work done. The change of environment made me so excited to tackle the big projects I had in front of me. And now, I am back in the office refreshed.How are you going to switch your routine? What has worked for you? The post Fierce Tip of the Week: Change Your Routine appeared first on Fierce, Inc..

Are you happy? Is your team happy? Happy can sometimes feel like a soft word. Or something that feels pretty abstract.James Key Lim, chief executive of Delivering Happiness at Work, has shared the findings from a large meta-analysis study that happy employees have on average 31% higher productivity, their sales are 37% higher, and their creativity is some three times higher than less-happy workers.Those are some pretty impressive stats. Given that, below are three ways that we at Fierce work with leaders to create happier teams.Solicit your team’s input and get curious.According to 80 percent of respondents from a Fierce survey on characteristics of good bosses, taking action to request input around ideas and strategies is one of the most vital things managers can do to create great relationships.Tip: Have an hour one-on-one conversation with every person who reports to you. Use some of these sample questions: What has become clear to you since we met last? What topic are you hoping that I won’t bring up? What do you wish you had more time to do? What is currently impossible to do that, if it were possible, would change everything? And then, really listen.Exchange honest, open feedback. Managers who foster and encourage honest feedback from employees position their companies to make more money than those that don’t, according to a 2012 Corporate Executive Board and Harvard Business Review study titled "Open-Door Policy, Closed-Lip Reality." This study found that organizations that rated highly in open communication delivered a 10-year total shareholder return of 7.9 percent compared to 2.1 percent at other companies.Tip: Feedback needs to be clear, insightful, well thought out, and specific. If you or people on your team do not have that skill, bring in Feedback training. Practice giving feedback to each other and evaluating others’ feedback. Many times people have the best intentions to be clear and concise, and yet, delivering and crafting communication takes practice and confidence.Pay attention to your emotional wake. How do your team members feel after an interaction with you? Energized or deflated? Have you ever asked them? This tip is about emotional intelligence and honing the ability to inspire and motivate.Tip: Make a commitment to take responsibility and accountability for how you show up. Ask yourself: To whom do I need to apologize? Who deserves my praise? Who deserves my recognition? These tips may seem simple and rather ordinary, however, they truly have the capacity to shift your life and your team in ways that you can’t even imagine.We see it every day in organizations.Do you have any tips to make a team happier? The post 3 Tips for a Happier Team appeared first on Fierce, Inc..

This week’s Fierce resource was originally published on trainingindustry.com and explores the similarities between managing a road trip and managing a team.Like road trips, leading a team can be stressful and full of unexpected detours. We spend hours mapping out the most efficient route and calculating pit stops only to find out we forgot to pack our favorite book 50 miles into the journey. At that point you have two options, you can either ruin everyone’s experience by giving in to your frustration, or you can focus on what can be done. Lessons from a Road Trip finds the key is not to focus on how you get there, instead you only need to know you goals and be open to new opportunities as they arise.Are you monopolizing the driver’s seat?"Parents, like managers, often feel they need to take full responsibility for decision-making. However, the process works best when everyone is vested. As a team, families can come up with great itineraries while staying within the budget and time constraints. This helps children embrace the activities because they helped make the choices. They feel valued and responsible. The amount of complaining goes way down. Likewise, co-workers are much happier and productive in a workplace where their opinions are valued."Read the article.The post Fierce Resource: Lessons from a Road Trip appeared first on Fierce, Inc..

On a scale from one to ten, how awake do you feel in your life? Are you paying attention to the most important things right now? I was recently talking with a retail executive, and she shared with me that her team stepped away from their phones and computers for a whole strategy session. Everyone noted that they were present with one another in a new way. One of the comments was: I actually felt like I was paying attention to what I needed to, instead of the 10 distractions that come up every hour.I am sure you can relate to the feeling of distractions running your life. And every day, whether we want to admit it or not, we pay a price for not being awake to this. Our actions and inactions have impact.When I hear the phrase, "be awake", I always think of a stanza in William Stafford’s poem, "A Ritual to Read to Each Other".For it is important that awake people be awake, or a breaking line may discourage them back to sleep; the signals we give- yes or no, or maybe - should be clear: the darkness around us is deep. We have too much at stake to be in multiple places at once. Don’t look at Facebook or check your emails during a call. Don’t text someone else when someone is talking to you. These actions may seem trivial, yet they are signals.And we are all guilty of doing them from time to time.This week’s tip is to focus on an area of your life that you can be more awake. There’s no better time than now.The post Fierce Tip of the Week: Be Awake appeared first on Fierce, Inc..

Here at Fierce, we honor a person once a month with the coveted title of Fierceling of the Month. The qualification for a Fierceling is someone who has been nominated by peers for exceptionally exhibiting the fierce values and the 7 principles of our work. There are some great internal perks including choosing your favorite restaurant to catering a company-wide lunch. Each month, I look forward to interviewing these amazing people.This month, I had the honor to connect with Beth Wagner.Why did you come to work here? Fierce has been a huge part of my life since I was first introduced to the curriculum and the company over 8 years ago. Back then, I was working for a global retail organization and I had the chance to get certified as a Fierce facilitator. That experience changed my life. Not only did it test my competence and courage as a learning professional, but the content of Fierce started to come alive for me. I became a champion of all things Fierce. When the opportunity presented itself for me to work internally at Fierce, I jumped at the chance. I feel a strong sense of purpose working for a company who strives to "change the world, one conversation at a time."What are some responsibilities of your role? As a Master Facilitator for Fierce you will often find me in a different city each week, doing what I love; facilitating our Fierce programs. In addition, I conduct Train-the-Trainer sessions, which means I get to pass along to others the life changing experience I had of becoming a Fierce facilitator. Developing others is a passion of mine, and I take pride in certifying Fierce facilitators all over the world.What’s the coolest thing you are currently working on? I am incredibly excited to be conducting an upcoming series of four virtual sessions with Malaysia and Hong Kong simultaneously! It’s not every day you get to connect and share the Fierce experience with others who are half a world away…and I get to do it from the comfort of my New England office - pinch me!When you’re not at Fierce, what are you most likely doing? While the Fierce office is based in Seattle, WA, my home-base is Maine. I feel truly fortunate to work for such an amazing organization and still be able to maintain my small, quiet existence in New England. When I’m not traveling for work, you will find me outdoors. I love to spend quality time with my husband and our two dogs; our black Lab, Duncan, and our German Short-haired Pointer, Delilah. Maine is a great place to soak in the beauty of all things nature - hiking, biking, skiing, boating…I love it all.What Fierce Principle are you focusing on this month? When my life moves too fast (as it does, regularly), I need to remind myself to slow down, and "let silence do the heavy lifting". This summer has proven to be incredibly fast-paced, busy, and chaotic. So much so, I have fallen into the trap of creating assumptions which has led to far too many knee jerk responses. Instead of living in "reactionary" mode, I am practicing the art of silence and reminding myself of the 4 Fierce Objectives…Interrogate Reality, Provoke Learning, Tackle Tough Challenges, and (my favorite) Enrich Relationships.What inspires you? Other people inspire me. The strength, brilliance, courage, and sheer guts that most people have inside of them is incredibly motivating. When I open my eyes long enough to see what others are battling with, and how they are leveraging courage and conversation to get through the good and the bad, I am inspired. There are some pretty amazing people in this world. It’s a daily privilege to work with so many of them.What else do you want to ask Beth? Tweet @fierce_inc #fiercelingofthemonth to ask any other questions.The post Meet Our August Fierceling of the Month: Beth Wagner appeared first on Fierce, Inc..

This week’s Fierce resource was originally published on Harvard Business Review and outlines five ways to tackle the most common work-related stressors.If you are like me, your phone is constantly buzzing throughout the day with urgent e-mails, meeting invites, social updates, and event reminders. The list could go on forever. We are stuck in a state of constant fear - the fear of missing out.But your phone doesn’t have to be a constant purveyor of stress, it can help you rein in all the online distractions and save your mental health. 5 Work Stresses You Can Alleviate with Tech offers ways to reduce your tech-induced workplace stress.Are you a slave to your phone?"Whether it’s a constant stream of colleagues knocking on your door with a quick question, or your own tendency to fall into a Buzzfeed quiz hole when you should be working on a PowerPoint deck, distraction is a major contributor to workplace stress. Rein in online distractions with tools like RescueTime (which tracks how you spend your time online), Focus (which blocks distracting websites) or Freedom (which can keep you offline altogether)."Read the article.The post Fierce Resource: 5 Work Stresses You Can Alleviate with Tech appeared first on Fierce, Inc..

September is One-on-One month. Yes, that means intimate conversations with your colleagues, family members, and friends.At Fierce, we start all of our one-on-one conversations with the same question: Given everything on your plate, what is the most important thing you and I should be talking about today? And then we allow the space for the person to reflect and respond.In these conversations, be curious and truly present. Set your tasks aside, close your laptop, and go eyeball-to-eyeball (or phone cheek to phone cheek).This week’s tip is to have a one-on-one with someone in your life - either at work or home. Find a quiet place where you can be with the person for an hour.Who will you have your first conversation with?  The post Fierce Tip of the Week: Have a One-on-One appeared first on Fierce, Inc..