Ingredients: A challenging topic, participants, rules and processes for conducting the conversation, (if the number of participants is large), and a “container.”
My two grandfathers lived in a very small East Texas town, perhaps several hundred houses in town and the neighboring countryside. One grandfather was a railroad section foreman, the other a subsistence farmer. Both worked hard with their hands. While they certainly used their brains in their work, the demand they placed on their brains was certainly different from what we do today in our “always-on” lifestyle. While they had the daily newspaper and radio, we have at our fingertips essentially instant access to each other as well as to the world’s knowledge and activities through our ha
A few years ago, Charles Duhigg, who you likely know through his earlier book The Power of Habit, was interviewing people at exceptionally productive companies for his 2016 book Smarter Faster Better: The Secrets of Being Productive in Life and Business.” As he did this, he often asked for help in solving a family problem: How could he and his wife (who also has a demanding job) and their two sons, now ages five and eight, regularly eat dinner together?
Over that past two years, the Tuesday Reading has focused twice on difficult conversations, both with others, Managing Difficult Conversations, and in the form of self-talk, Neuroscience – Managing Self-Talk. Last week we turned again to Difficult Conversations and today, we return to the topic of self-talk.
Today’s Tuesday Reading, The Measurement of a Leader, is an essay by Jeff Sherrill, Assistant Director for Information Technology, College of Business Administration, University of Nebraska–Lincoln. The essay first appeared as a program reflection earlier this year.
Today’s Tuesday Reading, “Don’t Get Gun Shy”, is an essay by Lizz Duke, Senior Systems Analyst and member of the ServiceLink Team at NYU. The essay first appeared as a program reflection in November 2016.
I grew up in a home where apologizing for my wrong actions, for example, taking and hiding my brother’s toys, was required. All that it took to trigger the apology was a stern look from my Mother. As I got older and didn’t have the prompt from my Mother, I want to believe that I either recognized my hurtful behaviors or responded to prompts from the people around me and apologized to the wronged party. However, I know that I must have missed many opportunities when I should have apologized for wrongs both small and large and did not, either because I didn’t know how I’d been offensive, b
Last year, shortly after Marshall Goldsmith’s book Triggers: Creating Behavior That Lasts, Becoming the Person You Want to Be was published, I focused – in the August 11, 2015 Tuesday Reading, Triggers – on a practice he discussed there that has brought significant discipline into his life. (Goldsmith is one of the best-known executive coaches in the U.S., if not, perhaps, the world.)
Do you have one?
We’ve all encountered them. The one, or two, or more bad apples on our teams who have little or nothing positive to say about anything, regularly upset and disrupt others, and make work miserable for everyone.