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A Woman’s Guide to Perseverance, Knowing the Magic Words and Entitlement Abolition

Best Seller TV, the only show dedicated to covering today’s best-selling business books on C-Suite TV, is announcing its September lineup featuring in-depth interviews with leading business authors Jo Hausman, author of Go For It: A Woman’s Guide to Perseverance, Phil M. Jones, author of Exactly What to Say: The Magic Words For Influence and Impact, and Doug Andrew, author of Entitlement Abolition: How to Lead Your Family from Me to We.

Jo Hausman, author of Go For It: A Woman’s Guide to Perseverance shares her personal memoir, which includes a business twist to it. Hausman first started this book chronicling her late husband’s death due to a terminal illness, but turned it into a book on how she found the energy and inner strength to keep going. She talks about how she was able to accomplish things after his passing that she thought they would accomplish together. Hausman wants people going through difficult situations to focus on celebrating small victories. She says, “Once you remove the negative, the positive will come into your life.”

Phil M. Jones, author of Exactly What to Say: The Magic Words For Influence and Impact focuses on the importance of word choices and highlights that the difference between a good job and a great job is having the right words at the right time. Jones says that the book is applicable for verbal conversations as well as digital conversations. He stresses that questions help build relationships but people need to know how to ask the right questions to optimize the end result. He also mentions how people can have a “Columbo moment,” which means asking a key question that provides a key piece of information that helps move the conversation forward.

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Singular and Apsalar merge to create unified marketing analytics platform

Mobile marketing analytics firm Singular is merging with mobile app attribution and audience management firm Apsalar today so the two companies can offer a combined product line for businesses.

The combined enterprise will be known as Singular and will offer an important third-party source of mobile user data on the individual level, said Gadi Eliashiv, CEO of San Francisco-based Singular, in an interview with GamesBeat. The goal is to destroy silos of data and give marketers access to new insights into their customers on a more granular level, he said.

“Mobile attribution is one piece of the equation,” he said. “We are looking at marketing activities from an end-to-end standpoint. The reality is a few companies cannot catch all of the marketing activity of every company in the system.”

Singular is expanding beyond mobile apps to the web, offline channels, and other devices. The combined company will have 110 employees.

“We never could have imagined the crazy ride we’ve been having,” Eliashiv said. “When we talk to Facebook, Google, and others, they are really on board with our approach to the market. Third-party measurement companies are always going to exist, as there is always someone independent that you need to measure.”

Singular has deep-level reporting across marketing platforms — ad networks and life-cycle management companies and agencies — that report various kinds of data, said Singular chief operating officer Susan Kuo, in an interview.

“We’ve got an end-to-end marketing analytics platform,” Kuo said. “We think it will be a watershed for changes in the marketing ecosystem.”

Historically, marketers were forced to collect and connect siloed, non-standardized data from an ever-growing number of marketing solutions and channels. This has resulted in inaccurate data, scaling challenges, and, above all, has prevented marketers from exposing and leveraging the…

New Office Depot Push Aims to Take Care of Business: Battling Amazon and Staples

Office supply chains are going to the marketing mattresses. One month after Staples began repositioning itself in a new ad campaign, Office Depot is bringing out its own new brand campaign and messaging. After attempts for a $6.3 billion merger between the two office supply chains failed last year, each brand is doing its best to compete against the fast-growing Amazon.

“Marketing is key,” said Matt Sargent, senior VP-retail at consulting firm Frank N. Magid Associates. “The one advantage Staples or Office Depot has over Amazon is they’re focused on a narrow set of categories and that means something to their users.”

In Boca Raton-based Office Depot’s new push, the company will emphasize how it can help its customers, both businesses and consumers, accomplish their work tasks. “Taking care of business is not for the faint of heart. Still, you take care of it,” a voiceover says in a 30-second TV spot. “But who takes care of you?” The video shows busy moms juggling careers, and construction and office workers toiling at their jobs as they turn to Office Depot Office Max for supplies. The song, “Taking care of business,” which the brand first tapped for its marketing in the late 80s but has not used in at least five years, returns as Office Depot’s theme.

“Our brand needs a bit of refreshing,” explained Diane Nicks, senior VP-marketing at Office Depot. “‘Taking care of business’ is more than just a tagline, it’s really how we’re going to connect emotionally with customers.”

Less humor, more TCB
The new work is more serious in tone than more recent, humorous efforts from the brand, and also marks Office Depot’s return to TV since a back-to-school push last year. The brand’s previous messaging, “Gear Up for Great,” dates back to 2015. That campaign was created with McCann, which had worked with Office…

A view to succeed: Marcus Moufarrige, Chief Operations Officer of Servcorp

A view to succeed: Marcus Moufarrige

As he surveys the sprawling expanse of New York City 85 floors below, Marcus Moufarrige easily grasps why businesses are clamouring to use his office. The view, stretching from river to river, is spectacular from his vantage point in the One World Trade Centre, the tallest skyscraper in the Western Hemisphere and sixth tallest, globally.

Since its opening in 2014, it has been touted the best office address in the world, an epicentre for retail and commerce, a hub of prestige and influence. It’s a location blue chip companies vie to be in, and has a space Marcus has made available to anyone, anywhere, at any time.

Marcus is COO of Servcorp, a multinational providing office space to 35,000 businesses in more than 155 locations across the globe. All of these offices in 54 cities boast exclusive addresses and stunning outlooks over water, city skylines, or rambling botanic gardens – perfect for first impressions, priceless in value. “Our philosophy is to help our clients be successful in business, so location is definitely where we focus a lot of energy,” Marcus says.

“Having a recognisable address is the premium niche we offer, always. The other factors that set us apart from our competitors are our fantastic support teams providing professional services and cutting-edge technology. We’ve invested $100 million to operate all our offices on one technology platform.

Marcus Moufarrige
Marcus Moufarrige, Chief Operations Officer of Servcorp

NTT was the first to step up and say it could deliver this international global network and was instrumental in helping us build it, while Dropbox is another service essential to our operations. Our clients can have the same technology no matter where they are working from in the world. Our locations, support and technology all combine to convert an empty space into a luxurious office suite.”

Servcorp was launched in 1978 by…

C-Suite Radio Adds 20 New Podcasts

C-Suite Radio will add more than 20 New Business Podcast Programs — New Premium Content for Business Leaders

 

New York, NY, February 1, 2017C-Suite Radio, the premier source for the world’s leading business podcasts for c-suite leaders, business executives, and entrepreneurs, announced an expansion of its radio platform by adding more than 20 new programs to its 2017 lineup, making C-Suite Radio the first business only podcast network.

 

Featuring premium content from top thought leaders, designed to increase knowledge, deepen understanding, and build skills to enhance listeners’ personal and professional lives.  Shows have been selected to be part of C-Suite Radio by an editorial review team and will be categorized by Headliner, Feature, and Showcase, based on show exclusivity, quality, and more.

 

“As a sought after educational platform for executives, we’re thrilled to be expanding C-Suite Radio and growing our library of content,” said C-Suite Network Chairman Jeffrey Hayzlett. “Each of the shows and their hosts are very talented and provide top notch business content that will be an asset to our audience.”

 

The following shows will join C-Suite Radio this year:

• Absolute Advantage hosted by Kelly Hatfield

• Accelerate hosted by Andy Paul

• All Business with Jeffrey Hayzlett

• Amazing Business Radio hosted by Shep Hyken

• The Avanti Entrepreneur Podcast hosted by David Mammano

• The Bell hosted by Adam Johnson

• Bizcast hosted by Kevin Craine

• The Bob Pritchard Show

• Business Builders hosted by Marty Wolff

• Business Matters hosted by Thomas White

• Businesses that Care hosted by Julie Ann Sulivan

• Conversations with Phil hosted by Phil Gerbyshak

• Crack the Customer Code hosted by Adam Toporek and Jeannie Walters

• The Female Insight Zone hosted by Maribeth Kuzmeski

• Marketing Today hosted by Alan Hart

• The Maximum Impact Podcast hosted by Allan Isfan

• Mere Mortals Unite hosted by Julie Ann Sullivan

• Mind Your Business hosted by Yitzchok Saftlas

• Nice Guys on Business hosted by Doug Sandler

• On the Schmooze hosted by Robbie Samuels

• SaaS Insider hosted by Shira Abel

• The TalentGrow Show hosted by Halelly Azulay

• The Top 1% Sellers Factory Podcast hosted by Ash Seddeek

• Uncopyable Ramblings hosted by Steve Miller

• Up or Out with Connie hosted by Connie Pheiff

 

Business radio hosts can submit their program to C-Suite Radio for review. Please visit the contact page at www.c-suiteradio.com.

 


About C-Suite Radio:

C-Suite Radio is the premier source of the world’s leading business podcasts for C-Suite leaders and business executives, featuring shows covering a range of topics, including sales, marketing, leadership, social media, finance, and management. C-Suite Radio features premium content from top thought leaders, designed to increase knowledge, deepen understanding, and build skills to enhance listeners’ personal and professional lives. Visit C-Suite Radio online and follow them on Facebook and Twitter.

 

For more information, visit http://www.c-suiteradio.com.

Executive Briefings: How to Double the S&P 500

The C-Suite is a vast audience of leaders who all have a little extra insight into their industry and the current business world. Thomas White sits down with these leaders to give them the opportunity to share that insight and give a glimpse to their personal stories as a business leader.

 

Thomas White is a co-founder and CEO of C-Suite Network, home of the world’s most powerful network of C-Suite leaders. Prior to C-Suite Network, White started 10 companies in the fields of technology, publishing, market research and corporate consulting. He also holds four patents and is co-author of a book on business process technology, executive producer of a syndicated radio program, and professional speaker.

 

Mr. White had the opportunity to interview Adam Johnson, Founder and Author of Bullseye Brief, an investment newsletter which presents thematic and actionable ideas for business leaders.

 

To hear more about their discussion, read more from this interview HERE.

 

 

C-Suite Network Brings Its Trusted Community of Executives to New York City

July 14, 2016 09:00 ET

C-Suite Network Brings Its Trusted Community of Executives to New York City

Registration Is Now Open for the C-Suite Convene in New York City From September 12-13

NEW YORK, NY–(Marketwired – Jul 14, 2016) – The C-Suite Network, the world’s most trusted network of C-Suite leaders, will gather executives from across the country at TheTimesCenter, located in the heart of New Yorks’ vibrant Times Square district, from September 12-13. This is the first time the event will be held in New York City. The exclusive convene will showcase top C-Suite leaders and business school thinkers as they share ideas and gain valuable insights to build their own leadership and strategies.

Registration is now open for the two-day event, which connects attendees with industry experts, who share their wealth of experience and knowledge through keynote speeches, panel discussions, and interviews. New York’s convene will feature an exclusive lineup with content geared toward C-Suite interests.

Past presenters have included Nolan Bushnell, founder of Atari Corporation & Chuck E. Cheese Pizza Time Theater and CEO of Brainrush; Kevin Jonas, musician and start-up founder; Beth Comstock, Vice Chair of GE; Paul Carbone, CFO of Dunkin’ Brands and more.

Content includes:
•Technology impacting how we relate to customers
•C-Suite secrets for protecting, growing and expanding your brand
•How to radically improve collaboration across your company
•Spotlight on technology that is boosting customer loyalty and its ability to deliver revenue growth
•Being the best leader of a diverse team

Networking and an engaging speaking program allow attendees to gain a competitive edge, incredible knowledge and key insights to bring back to their companies for continued growth and operational excellence.

“I’m thrilled to be bringing our C-Suite Convene to New York City where the company was founded,” said CEO and Co-founder, Thomas White. “The C-Suite Network strives to give its members exclusive access to their peers where ideas can be shared and invaluable business deals completed, there is no better place for that than New York.”

For more information about the upcoming C-Suite Conference or to request an invitation visit http://c-suitenetwork.com/conference/.

About C-Suite Network
C-Suite Network is the world’s most trusted network of C-Suite leaders, with a focus on providing growth, development and networking opportunities for business executives with titles of vice president and above.

C-Suite Network brings leaders together through C-Suite Collective, a private online community for executives. C-Suite Network also offers invitation-only conferences held three times per year, custom-tailored content on the C-Suite Network blog, C-Suite TV, C-Suite Radio, C-Suite Book Club, and educational programs from C-Suite Academy.  Learn more at www.c-suitenetwork.com, or connect on LinkedIn, Twitter and Facebook.

Contact Information

Media Contact
Gena Larsen
TallGrass Public Relations
Email Contact
732-330-5145

Executive Briefings: Drama in the Workplace

By Thomas White, CEO of C-Suite Network

In my work, I meet business leaders from all over the world who have advice, stories and personal tips to provide. I sit down with these leaders to give them the opportunity to provide current business advice and give a glimpse to their personal stories as a business leader.

I recently interviewed Diedre Koppelman, Founder and CEO of PEAR Core Solutions. Since founding PEAR in 2003, Deidre has worked closely with senior level executives, business owners and organizational teams, providing strategic management counsel and solutions across a variety of industries. Deidre puts her focus into organizational development, leadership development and behavioral analytics for her clients.

Drama has been with us a long time. Drama has been depicted in the arts, movies plots etc. How does a psychiatrist by the name of Steven Karpman illustration depicting drama explain the Drama Triangle?

The Drama Triangle is an inverted triangle with the three corners illustrating the dynamics of drama. Once we can understand what role we play on the triangle, the triangle can provide us with a map on how to get out of the triangle, and basically end the drama. Here is a breakdown of each of the roles:

  • The Victim – The victim’s stance is “Poor me!” The Victim feels victimized, oppressed, helpless, hopeless, powerless, ashamed, and seems unable to make decisions, solve problems, take pleasure in life, or achieve insight. The Victim, if not being persecuted, will seek out a Persecutor and also a Rescuer who will save the day but also perpetuate the Victim’s negative feelings.
  • The Rescuer – The rescuer’s line is “Let me help you.” A classic enabler, the Rescuer feels guilty if he/she doesn’t go to the rescue. Yet his/her rescuing has negative effects. It keeps the Victim dependent and gives the Victim permission to fail.
  • The Persecutor – The persecutor insists, “It’s all your fault!” The Persecutor is controlling, blaming, critical, oppressive, angry, authoritative, rigid and superior.

We often might see ourselves playing these different roles in different situations. Does this mean these roles are interchangeable?

Yes, these roles are interchangeable. Here is an example of how we go through and interchange these roles. You may be a victim of someone or something so you go to a Rescuer and ask “Please help me, I can’t get this done.” If the Rescuer cannot help the Victim, The Victim will move into the Persecutor or Bully role and will start to bully the Rescuer, who now moves down to being the Victim. The movement on the triangle can happen in minutes. As we keep going around and around, the drama escalates.

Drama is all around us, every day, is there anything we can do to eliminate drama?

There is definitely an antidote to drama — the power of TED. TED is the acronym for “The Empowerment Dynamic” which was formulated by David Emerald. The basic concept is that you are going from an anxiety-based and problem-focused situation, which is drama, to a more passion-based and outcome-focused dynamic, which is the empowerment dynamic.

It is important to know, for those who have control in their organizations, that establishing a zero drama tolerance is really important and that you will not accept drama. To remove drama from the workplace it involves removing one role from the drama triangle. By eliminating the victim, the drama is gone. Here is where “The Empowerment Dynamic” can come into play. The victim can become the creator. They become accountable, confident, and they know that they have choices in any situation and can envision different outcomes. This also applies to the rescuer. When a rescuer is approached by a victim, the rescuer will assume the role of coach, they do not see the victim as a victim, but as someone who is capable and resourceful. They empower the victim to make choices, to come up with solutions, to take action. The antidote for the persecutor is to really spark growth and challenge the victim with the intent to help them grow. By changing every single role, you are ultimately empowering the victim into the role of creator.

Is there an assessment you can use to help identify which role you or your employees are playing?

A good place to start is to set up a workshop on the drama triangle. This will allow for everyone to understand the different roles and to help identify, through self-awareness, when they are in one of these roles. Once you can identify if you are in the triangle, you can identify at any time who is in what role.

If someone comes to you, and they are helpless, they feel powerless, they have no control over a situation, they would be identifying someone who is in the victim role. When this happens, you can understand that they are looking for help, you can then jump into a creator, or coach role and ask them “What do you think we should do?” or “Why don’t you think about it, come back, and let’s discuss it.” You always want to empower someone to be resourceful and to look for the answers, to give them control and the power to get over their situation.

How do you be a good, empathetic listener but also try to be encouraging at the same time?

Once you identify when you are switching from a coach to a rescuer, you will want to be empathetic, want to help, want to listen to the victim. This is where you’ll want to set limits to your listening. If it is something that the victim is complaining about over and over again, then you are just enabling them, and that is not what you want to do. But if the victim comes to you and they have an issue, listen and then automatically switch to the coach role. There is always the balance of listening to what challenges someone is having, and being careful that you are not going to solve that person’s problems. You want to enable them and empower them to come up with solutions and support them.

 

The Truth: Performance Review Transformation is Not Over

By: Wally Hauck

“Wisdom is found only in truth.” – Johan Wolfgang von Goethe

It is difficult to find the truth especially in complex situations.  It can be elusive. It is often influenced by changes in our environment.  It can shift dramatically when we change how we think about the problems we are seeking to solve.  For example, some advertisements for cigarettes in the 1950 made claims that smoking was safe.  Some claimed even doctors enjoyed them without concern, they could keep you slim, and/or they could help relieve your asthma symptoms.  Today, those messages would be considered lies.

Are performance reviews effective or not?  According to some research (SHRM) 58% of managers say no and of course 42% say yes.  Jack Welch still defends the forced ranking of employees using the performance review (rank-and-yank). Steve Ballmer at Microsoft “yanked” that policy out of Microsoft because a large percentage of employees claimed it was one of the worse policies on the planet for engagement and innovation.   Who’s right? It depends!  How you think about people, problems, and the root cause of poor performance will influence your answer. 

There is a transformation occurring in the performance review process now.  Many large organizations are the early adopters of that transformation.  These include Adobe, GE, Deloitte, Google, and a few others.  Still nearly 85% of organizations continue to use the typical performance review model.    Yet many of those are now motivated more than ever to consider a change.  According to a recent survey by Bersin, 70% of the organizations surveyed reported either recently changing their performance management system or were seriously considering it.

What’s the motivation to change?  It’s the usual reasons and some additional new ones too.  For some it’s the need for speed.  The truth: annual reviews just don’t allow people to respond to the accelerated change in the marketplace.  Customers’ needs and desires change frequently and employees must be in a position to respond. The annual typical review stymies an organization’s ability to respond.

Still others are interested in improving employee engagement.  The typical review is notorious for damaging engagement.  Ratings are often seen as biased or manipulated. This is especially true of forced ranking systems.  Yahoo is currently facing a law suit brought on by their forced ranking system. 

Still others have come to realize their corporate values are being contradicted by their typical performance review process.  The truth: this contradiction with values has damaged productivity of disgruntled employees who are receiving the mixed messages.

On a more practical note, some of these early adopters of the transformation have finally come to realize the internal costs of conducting the typical review.    The time spent by managers to “do them right” far outweighs the benefits.  This is especially true when one calculates the loss of engagement, loss of productivity, and damage to the speed of response to changing conditions.

But, there is one more reason to transform the typical review.  In my opinion this reason is the most compelling of all because it gets to the very heart of the root cause of the failure of the typical review.  All the other reasons are symptoms.      When one finds a root cause it’s time to celebrate because you know you are close to a breakthrough in performance improvement.  As Dorothy Thompson once said, “There is nothing to fear except the persistent refusal to find out the truth, the persistent refusal to analyze the causes of happenings.”  The truth: the typical review has the wrong focus.  Its focus is on individual improvement and not on the quality of interactions. The early adopters are still making this mistake.

There are two ways an employee can obtain feedback, interpersonal interactions and system interactions. Interpersonal interactions concern behavior which the employee has total control.  System interactions involve other factors outside the control of the individual.

In most organizations it is the employee’s manager who is formally responsible for giving feedback to the employee.  The truth: this is a manager dependent process that can contribute to a sluggish bureaucracy.  As mentioned earlier, one of the major complaints of the typical performance appraisal is that feedback occurs infrequently and that infrequent feedback damages employee engagement which damages performance.  Why can’t everyone be allowed and/or obligated to give feedback when appropriate?  Few of the transformations allow feedback from anyone including co-workers.

Employees need to understand how their behavior impacts the performance of others. Every employee needs to behave with respect and integrity at all times or performance suffers.  Interpersonal interactions enable people to communicate with each other effectively as long as it is with integrity and respect.  When people are disrespectful they need to realize it and they need to change and they need to know immediately.  When they break integrity they need to know it and they need to change and they need to know immediately. 

Managers can influence the quality of the interpersonal interactions.  They can make them easier or harder. They can make them functional or dysfunctional.  When an employee’s behavior is discussed the influence of managers must be discussed as well.  The truth:  the transformation continues to point mostly in one direction i.e. toward the employee.  Few of the transformations encourage feedback to the manager from the employee.

System interactions, the second type of feedback, provide information about how well employees are working with their processes.  Employees influence their processes but they don’t control all the inputs.  The quality of the inputs to their processes will influence their performance.  An organization must recognize this and enable employees to communicate immediately when the inputs are not optimal. The current transformations are not clarifying this.

Employees should be able to receive frequent feedback from their processes.  Their manager and co-workers may need to give them feedback on the quality of their interpersonal interactions but feedback from the processes should not be fully dependent upon the employee’s manager.  The employee, if they understand how to study a process, can arrange to collect their own data.  The transformations are not addressing this concern. 

The truth: the transformation continues to focus on individual performance instead of the quality of the interactions therefore the transformation is not yet over.  I am hopeful the transformation continues to evolve in this direction otherwise performance improvement will continue to suffer and frustrations will continue.

Wally Hauck, PhD has a cure for the “deadly disease” known as the typical performance appraisal.  Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania.   Wally is a Certified Speaking Professional or CSP.  Wally has a passion for helping leaders let go of the old and embrace new thinking to improve leadership skills, employee engagement, and performance.

When It Comes To Your Brain, “Use It or Lose It”

By Dr. Tony Alessandra

Let’s explore some ideas for improving brain function by actually using your brain. This is very beneficial because the saying “use it or lose it” is definitely true where the brain is concerned.

Like it or not, the human brain starts slowing down at about the age of 30. At one time, it seemed like nothing could be done about this, but new research shows you can train your mind to work faster and better — and you can do this at any age. With the right tools, you can re-condition your brain to work as it did when you were younger. What’s needed is a clearly defined regimen of brain exercise. Just as you can plan to walk or run a certain number of miles every week, you can also commit to workouts for your brain in the same period of time. The key finding in modern brain research is that the brain at any age is highly adaptable. It’s “plastic,” as neurologists put it. If you ask your brain to learn, it will learn. Moreover, you can speed up the process.

Let me give you an example of something I’ve been doing along these lines. I had never been very interested in crossword puzzles. I’m not sure I had ever actually completed any kind of a difficult

crossword puzzle at any point in my life. Then I became aware of some research that seemed to show how doing puzzles could have benefits for brain function. So I tried it and some interesting things happened.

I found that it was definitely an enjoyable activity. I gave myself some freedom in how I did the puzzles, and I think this made it more fun. I tried not to approach it as if I were taking an exam, or as if I were trying to do some serious activity that was going to benefit my mind. I was just very open to it. I didn’t tell myself that I had to complete the crossword in any specific period of time. I would just get started on it and leave it out on the table, and then over the course of the day I’d add things. I was actually very surprised by how this worked. I would feel like I couldn’t possibly do any more on the puzzle, but then when I looked at it a few hours later I would see something that I had missed — and it would actually seem very obvious. Another thing that surprised me was the way a crossword puzzle could actually be a social activity. My wife and I could do them together, or she would add some words when the puzzle was left out and then I would add some different ones later.

The truth is, it hasn’t been established in any rigorous way that crossword puzzles benefit brain function. As I mentioned, there has been some study of that question, but a convincing answer hasn’t emerged yet. The same is true of the Japanese puzzles called Sudoku, which are basically crossword puzzles with numbers instead of words. What has been established, however, is that introducing new forms of mental activity can strengthen the brain and for me a crossword puzzle was a new form of activity. If people have been doing puzzles every morning for their whole lives, there probably is not much benefit. That’s especially true if doing puzzles has become a habitual behavior in which you’re mindless while you’re doing them. However, that wasn’t true for me. Instead, I was doing a mental activity in which my brain was asked to create new connections and to operate in new areas. I can’t document that this has had benefits, but my sense is that it has. So here’s what I urge you to do: whether it’s crossword puzzles or Sudoku or chess or bridge, challenge your mind to try something different.