On March 15,2011 Harvard Business Review's Management Tip of the Day was "Live Your Mission, Don't State It". Two sentences – "A mission statement is an abstraction. An organization on a mission is inspiring." – caught my eye in this summary of Dan Pallotta's HBR blog entry "Do You Have a Mission Statement, or Are You on a Mission?".
Last Saturday, Erik Lundberg, ITLP alum from the University of Washington, found at interesting piece – "Google's Quest to Build a Better Boss" – in the New York Times and sent it to me. Erik noted that "By analyzing data from within its own ranks, Google proves what management practitioners already preach. But then implements it in a way that resonates with technical/engineering types."
Have you ever been in a meeting to make a decision and before the context can be outlined, a few meeting participants have taken over and are going deeper and deeper into a solution based on a suggestion of one of the individuals? Today’s reading, ”Go Broad Before You Go Deep,“ from Roger Schwarz’s Fundamental Change Newsletter and found below, considers just that issue.
Today’s Reading, “How to Handle Surprise Criticism”, focuses on feedback that comes as a surprise, even as a shock, from out of nowhere, about an issue you haven’t even perceived.
In this piece, Peter Bergman, speaker, writer, and consultant on leadership, says that to take such surprise criticism productively, you need a game plan. He goes on to say that as you listen and your adrenaline begins to flow, you need to pause, take a deep breath, and:
Today’s reading, “Getting to the Heart of a Disagreement – and Resolving It,” is from Roger Schwarz’s Fundamental Change Newsletter and is found below.
Disagreements are natural and inevitable, and their resolution is often crucial to moving forward. So, how do you resolve them? Do you focus on developing common ground? Do you try to minimize the differences? Do you compromise hoping that the disagreement will go away?
Today’s reading is about a particular form of relationships called “clicking,” the phenomenon of rapidly connecting with another person, either in the work environment or in our personal lives. The article “The Importance of Connecting with Colleagues” is a discussion by Ori Brafman and Rom Brafman of their new book “Click: The Magic of Instant Connections.”
“Click” is the outgrowth of a research project to discover what happens when people click; and whether and how these moments shape our lives. Two big surprises came from the research:
Today’s reading comes from an Amy Gallo posting How to Handle the Pessimist on Your Team to the Harvard Business Review BLOG. Gallo is a writer, editor, and business consultant. Her writing on management issues regularly appears in the HRB BLOG. Earlier she was a consultant at Katztenbach Partners, a strategy and organization consulting firm where she was involved in the firm’s research and thinking on the “informal organization.”
No matter who we are, we will meet resistance on some matter every day. And, according to Kevin Daley, founder of Communispond, Inc. and author of “Talk Your Way to the Top” and “Socratic Selling,” the way we handle that resistance is often counterproductive.
In “Overcome Resistance with the Right Questions”, Daley notes that our default response to resistance is more selling. When we meet resistance, we roll out more evidence to support the idea. And, still we hear “no.”
This Tuesday’s reading is “Communicating Vision”, by John Maxwell, prolific writer and speaker on leadership.
In this short article, Maxwell outlines an approach for communicating a clear and compelling organizational vision. (You will notice many similarities to the SUCCES tool that we have presented in many of the MOR leadership program workshops.)
He makes six recommendations: