E X E C U T I V E S + C O M P A N I E S + T E C H N O L O G Y + E D U C A T I O N

June 2020 Issue

Q & AEXECUTIVE

1 2 W A Y S T O I N C R E A S EY O U R E M O T I O N A L

I N T E L L I G E N C EWhile the term "emotional intelligence" was first defined in 1990 by psychologists John D.

Mayer and Peter Salovey (the latter went on to become president of Yale), it took the 1995release of Daniel Goleman's Emotional Intelligence to popularize the concept.

Like most lasting ideas, the importance of emotional intelligence seems obvious in

hindsight. Research shows developing greater emotional intelligence can lead to higherperformance and pay as well as better professional and personal relationships.

As Inc. colleague Justin Bariso defines it, emotional intelligence is the ability to make

emotions work for and not against you.

The obvious part? The better you can understand and manage your emotions -- and theemotions of people around you -- the greater your chances of success.

Which means most of us feel like we're emotionally intelligent. After all, I (mostly) manage myemotions. And I'm sometimes able to both motivate and inspire other people, as well as talk

them down from an emotional ledge.

But that doesn't mean I have high emotional intelligence -- which is why Goleman recentlydistilled emotional intelligence into four domains and 12 core competencies.

Self-awareness is fairly self-evident: knowing what you feel, why you feel that way, and howthose feelings either help or hinder you. And knowing your strengths and weaknesses and

when to ask for help.

Self-management is also obvious. Managing how you respond, especially in times of stress,conflict, or adversity. Staying focused on your goals. As Jeff Bezos puts it, a sign of high

intelligence is the willingness to change your mind when you uncover new information ornew perspectives.

June 2020 Issue

In simple terms, social awareness is empathy: listening to others, paying attention to others,and finding common ground. The ability to put yourself in other people's shoes -- or, more

broadly, to put yourself in your organization's "shoes."

Relationship management involves a number of skills. Motivating others. Mentoring others.Dealing effectively with conflict. Applying an occasional dose of tough love (in pursuit of a

positive, not negative outcome).

Domain 1: Self-Awareness 1. Emotional self-awarenessDomain 2: Self-Management 2. Emotional self-control 3. Adaptability 4. Achievementorientation 5. Positive outlookDomain 3: Social Awareness 6. Empathy 7. Organizational awarenessDomain 4: Relationship Management 8. Influence 9. Coach and mentor10. Conflictmanagement 11. Teamwork 12. Inspirational leadership

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June 2020 Issue

Q & A with boardsi Executives

Q) "How do you encourage creative thinking within your firm?"I try and work with people that have a variety of experiences that differ from my own and pose questions soa set of solutions can be developed that are comprehensive and sustainable.

Adrienne Ramsay, Senior Advisor at Baker Donelson"Topics of interest include how to: maximize organizational effectiveness, leveraging bestpractices and continuous improvement methodologies; create positive change, leverageefficiencies and exceed business goals. Quickly analyzes technological, economic, fiscal andpolitical initiatives driving innovation within high-tempo corporate environments. Fuses a uniqueblend of subject matter expertise in aerospace technology, billion-dollar budget administration,diversity of geographic and functional experiences focused on efficiency and the bottom line.Initiates technological advancements while saving both time and financial expenditures."

https://www.linkedin.com/in/adrienneramsay/

E X E C U T I V E Q & A

George Moore, Managing Partner at Iotek LLC"Every company goes through its various business cycles, including new competitors, newproducts, challenging sales environments, and declining margins. The companies that are ableto continue to innovate and pivot, are those that succeed in the long run. I have been through anumber of these business cycles, specifically making bets on new products and allocating thesufficient resources to market and sell them competitively. Some of those decisions resulted inextraordinary success with the right teams."

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Q) "Are there any poor traits that you would recommend other leaders should avoid in the workplace? Why?"Leaders need to recognize that they are not alone. Respect for others time and efforts by being responsiveand committed to tangible goals and outcomes will provide leadership though action and generate a cultureof accountability.

Q) "How do you encourage creative thinking within your firm?"For consulting clients, I often held creative sessions as a starting point for strategy or product/servicedevelopment. I would set up conference rooms with sofas, lounge chairs, even candles to set the ambiance.Then I would ask them to share their ideas and concepts. Once we have completed that exercise, we moveto another conference room with standard office furniture and conference tables and vet through thoseideas for more clarity and situational business focus.

Q) "What would you tell your 18-year-old self?"Constantly learn new things, build strong mutual relationships, work hard, support and help others tobecome better leaders and people, have fun, and never regret the decisions you make with your heart:Y.o.l.o. I’m sure my 18-year-old self would tell me, “Drink a lot of beer, listen to great music, eat sushi, traveland see the world, be adventurous, and courageous.”

Q & A with boardsi Executives

Q) "Can you name a person who has had a tremendous impact on you as a leader? What was their impact?"When I was at Evans I was fortunate the have Dr Raj Gupta from Northwestern University mentor me. Hetaught me how to approach challenges and obstacles with a different mindset than I was currently doing atthe time and it really changed my ability to affect change in the organization.

Jim Frazier, President at Grimaldi Candy CompanySenior Vice President with over 20 years of cross-functional experience with a strongbackground in Visioning / Strategic Planning, Sales, Product Development, Brand Marketing andShopper Marketing. A results oriented team leader with a solid track record of driving sales,EBITDA growth, revenue acceleration, lean manufacturing, and new market expansion.Demonstrated ability to build top-tier teams, develop collaborative customer relationships andto leverage consumer, shopper, and category insights to deliver creative solutions that drivesustainable growth, and margin enhancement. Extensive experience with global business(across all key global markets), and with managing channel complexity within the U.S. across alltraditional retail channels including Food, Drug, Mass, Convenience, Dollar, Warehouse Club andVend

https://www.linkedin.com/in/jimfrazier2019/

E X E C U T I V E Q & A

Aimee Clark, cofounder of Dotted Line Communications"The firm was founded in 2000 with the goal of putting PR experts front and center with clients,in both devising the right strategies and banging on the right doors to get attention.That goal isthe same, but a lot has changed since then. Today’s fragmented media landscape means notjust relying on perfectly timed and coordinated PR launches to propel clients forward. It’s stillabout the strength of the pitch + the hard sell, but now with a lot more moving parts toconsider. From conception to strategy to execution, DLC works seamlessly with our clients to notonly meet but exceed their goals."

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Q) "What is one characteristic that you believe every leader should possess?" Compassion – You need compassion in order to win the loyalty of the employees and it passes from personto person if the leadership shows this key ingredient.

Q) "Are there any poor traits that you would recommend other leaders should avoid in the workplace? Why?"A closed-door policy and a top down approach. I personally do not see that as a successful way to lead. Toearn respect you have to show your teams some sides of yourself and let them know that you are in it withthem and that you deeply care about the entire business at every level.-"What is one characteristic that youbelieve every leader should possess?"

Q) "What is one characteristic that you believe every leader should possess?"Empathy. I think empathy goes such a long way when leading a team and an organization. Listen to your staff– give them a voice. Your staff is what makes your company successful and they are the heart. Value themand do little things that make them feel appreciated. Kindness goes a long way and when you are good toyour employees, they pay it back in spades.

Collaborate with company human resource teamsWork with hiring and management teams to find additional qualifiedemployeesEncourage and train company workersAnalyze workers' job performanceImprove company efficiency and internal hierarchyAchieve high workplace quality and optimal work-life balance formanagement and employeesAssist in company transitions, including corporate mergers and salesAnalyze consumer patterns for better sales results

What is industrial-organizational psychology?I/O psychology is the use of psychological sciences, principles and researchtactics to solve workplace and business problems, and improve workers'experiences. I/O psychologists study the working styles of managers andemployees, observe and analyze workplace productivity, acclimatethemselves with the company environment in question, and collaborate withmanagement teams to devise new company policies, organize trainingsessions, and come up with a long-term business plan. What does an industrial-organizational psychologist do?To achieve their many goals, I/O psychologists may do some or all of thefollowing actions:

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What Is Industrial-Organizational Psychology?

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June 2020 Issue

Calls to reopen the US economy are growing and leading somestates to lift stay-at-home restrictions. These calls are led by

political and business leaders who are concerned that theimpact that the economic shutdown has had on individuals,

businesses, communities, and society is causing further harmbeyond the threat to health and life that COVID-19 presents.

Senior management and boards will now have to makedecisions about when, where, and how to reopen theircompanies—e.g., the process of opening offices, stores,

factories, and warehouses and planning for the resumption ofbusiness activities such as nonessential travel and customer

meetings. Beyond the challenges of adapting to what the newnorms of business may be—from workplaces and

publictransportation to consumer behavior and theaccelerated adoption of technology—companies will need to

find a way to reconcile the protection of the physical health ofindividuals with the financial health of the company and the

broader economy.

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Guide For

Reopening

June 2020 Issue

BEST AND WORST QUALITIESFOR REMOTE EMPLOYEES

by   INCWhy you should look for optimists.

The number-one quality most experts say to look for in a remote employee is self-motivation. And for good reason. Remote employees won't have you there todeliver a pep talk to them and they can't easily drop by to talk to you or a co-

worker if they're feeling frustrated or unsure of themselves. Stuck home alone,they need to "arrive at work" every morning with the conviction that what they will

do that day matters and that they can do it successfully. That takes optimism,according Sara Sutton, founder of the remote job search site FlexJobs. If you're

evaluating someone who works for you, or someone you know, you mightalready know if that person is an optimist or not. But what if you're just meeting a

prospective employee -- probably by phone or videoconference -- for the firsttime? Sutton recommends asking directly if a job candidate is an optimist; you mayget a truthful or at least a useful answer. And when you discuss a candidate's past

work experiences, a tendency to either look on the bright side or the dark sidemay become clear. "That kind of thing never works" or "I knew the project was

doomed from the beginning" can clue you in that someone is a pessimist.Compare that with more optimistic statements such as "We gave it our best shot

but the timing just wasn't right. I'd love to try it that again someday."Why you should avoid people-pleasers.

You never want someone who works for you to tell you only what you want tohear, whether he or she works remotely or onsite. But, Sutton says, in a remotework situation, it's harder for a manager to tell whether an employee is feeling

confident or concerned. For your company to be successful, remote employeesmust be willing and able to speak up when they think something is wrong. Asecond, more subtle problem is that remote workers who are too intent on

pleasing their bosses or co-workers could waste a lot of time and mentalenergy fretting about whether they are liked. Because remote work situations

don't allow for informal conversations, or for things like a colleague's asking themout to lunch, remote workers can't get many of the usual signals that would tellthem who likes them and who doesn't. To be effective, they need to be able to

function well without those signals.

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June 2020 Issue

"There’s no doubt there has been anexplosion of companies offering Internet

of Things technologies and solutionsover this past year. But who will rise tothe top next year? The following is a listof five companies that I believe will help

further the IoT industry in 2020."

I.o.T Companies

Look out for big names such as Intel &NVidia in the IoT markets. As well forClaroty, Hitachi Vantara, and Zededa.

Read More Here

June 2020 Issue

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TestimonialsJune 2020 Issue

Board Positions for Executives with Martin Rowinski

Obtaining a board position is the goal for many

experienced executives . How many of us know how to

obtain the correct position that fits our skill set? In this

episode , Adam Torres and Martin Rowinski , CEO of

boardsi , explore the process of obtaining a board

position that is beneficial to both the company and

board members alike .

June 2020 Issue