This week’s reading “3 Ways to Improve Your Relationship with Staff”comes from the pen of John Baldoni, executive coach, author, and speaker.
I first saw reference to an E-mail Charter in Davig Pogue's NYTimes column "We Have to Fix Email"on June 30, 2011. In the column Pogue calls attention to the email overload that we all are experiencing almost every day in real time.
Today’s reading is a short piece by Jeff Haden, “One Small Step for You – One Giant Leap for Employees”. Haden learned much of what he knows about management as he worked his way up the printing business from forklift driver to manager of a 250-employee book plant. The rest he picked up from ghost writing books for some of the smartest CEOs he knows in business.
In the article, Hayden provides two short personal stories of bosses he has had congratulating him on his work.
Yesterday, Dave Logan's column "Leadership Lessons from the Debt Deal Fiasco" appeared in the BNET newsletter. Given the timeliness of the subject, I wanted to share the column and its lesson with you. Logan is a faculty member in USC's Marshall School of Business. He teaches leadership and management. In addition, he's a Senior Partner in CultureSync, a management consulting firm he co-founded in 1997, and author of four books including "Tribal Leadership."
A few weeks ago, one of the Harvard Business Review Blogs contained a short post by Linda Hill and Kent Lineback with the eye-catching title “The Words Many Managers Are Afraid to Say”. Linda A. Hill is the Wallace Brett Donham Professor Business Administration at Harvard Business School. Kent Lineback spent many years as a manager and an executive in business and government.
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: