Today's reading is "The Success Delusion -- Why It Can Be So Hard for Successful Leaders to Change" from the Marshall Goldsmith Library. Goldsmith's thesis is straightforward: The more successful we become, the more positive reinforcement we get, the more difficult it will be for us to make the changes we need to make to continue to be successful.
In my reading not long ago I found a pointer to a short piece by Sean Silverthorne – "The Power of the Humble Checklist". As the author points out, and as I will confirm, having a standard checklist for complex, but nevertheless, routine tasks – e.g., the pilot’s pre-flight checklist or the hospital’s safe-surgery checklist – is lifesaving and invaluable.
We all remember Ron Heifetz from the first day of the IT Leaders Program. There we learned about "adaptive leadership," “giving work back to the workers,” and about “getting up on the balcony.”
Today’s reading “The Leader of the Future” reports on a series of 2007 conversations that William Taylor, a founding editor of Fast Company, had with Heifetz. In the conversations, Heifetz offered ideas, advice, and techniques for leaders of the future. The conversations are structured around four topics:
Dan and Chip Heath, who wrote "Made to Stick: Why Some Ideas Survive and Others Die," are two of my favorite authors. Recently, they wrote a column titled "Make Goals not Resolutions" which appeared in the February 2008 issue of Fast Company.
Have you ever had a manager who was abrasive on your staff? You know, the person who causes you headaches, who have aggressive management styles that create interpersonal friction, reduce motivation and trust to rubble, and disrupt work well beyond the group they lead. In “Taming the Abrasive Manager: Words from the Boss Whisperer”, Laura Crawshaw, president of the Executive Insight Development Group, has some good words of advice.
As it nears the end of the year, it seems appropriate for the Tuesday Reading to turn to the future. In “A Roadmap for IT Leadership and the Next Ten Years” <http://www.educause.edu/ir/library/pdf/EQM0626.pdf> Tim Chester, CIO at Texas A&M at Qatar, argues that the future requires that CIOs and other IT leaders become technology advocates and not leaders of technology mechanics. So, take a deep breadth, sit back and think carefully about your technology leadership role in the coming years.
In “Making Strategy That Sticks", Susan Cramm points out that all too often when we develop a strategy, we focus on getting the right content rather than getting the right commitment. She writes: ”The acid test of strategy is whether it informs and constrains decision making by compelling leaders to align their functional goals and day-to-day decision making to the goals of the enterprise. The only way to accomplish this is through communication and collaboration. The process of aligning people’s hearts and mind
John Baldoni, in “Questions to Make You a Better Leader” argues that asking good questions is a practice that all leaders need to have. He suggests five:
1. What about your work motivates you? If it’s not motivating, what can you do about it? What changes can you make to increase satisfaction?
2. What challenges are facing your organization?
We all like to be treated with appropriate respect and consideration as we go through the several roles we have each day. And, we bemoan the fact that in the fast-paced world we find ourselves in even the most basic decencies such as saying "hello" and "goodbye," or remembering and using the names of people we interact with often drop by the wayside. In "Building Effective Corporate Cultures One Decency at a Time" <
In this piece, Becoming a Change Leader, May 8, 2007 CIO <http://www.cio.com/article/108351/Becoming_a_Change_Leader>, Maya Townsend, founder and principal consultant of Partnering Resources, introduces four key factors which she argues are crucial to successful change initiative