Over the past few weeks I’ve seen a number of pieces about how email is disruptive, how some companies are suggesting ways to that staff might step away from the constant flow of interruptions, how IM, blogs, and wikis can be effective in reducing your email load, etc. So, there seems to be even more concern about how our "always on" culture may be having negative impacts on our work as well as the other facets of our life.
Most of us cringe at the thought of saying no. We think that it is not an option. We don’t want to disappoint. Etc. However, saying yes to everything creates an untenable position for you and for your organization. Esther Derby in "The Benefits of No" gives us an essential management tool, a three-point approach to saying no:
1. Start by affirming the requester; let them know you are listening.
In “Web Rage: Why It Happens, What it Costs, How to Stop” authors Daniel Goleman and Clay Sinsky point out that most forms of electronic commnication – i.e, email, IM, and telephony – cannot provide those subtle, mainly non-verbal clues that help us form our interactions in those conversations. Without these signals we may speak (or write) inappropriately, be robbed of essential tools to support decision making, be denied the abili
Several weeks ago I was pointed to UBS's Knowledge Center and a short piece True Leaders Must "Walk the Floor." This piece reinforces the importance of communicating with staff. It notes that many leaders have found that interacting with their staff by walking around can build relationships, help staff understand their leader's goals, and provide them with insight and helpful information. You'll find the piece at,
The title "Talking to People is Great – Listening is Priceless" says it all. You'll find this piece at the Unique Business Solutions Knowledge Center, http://www.unique-solutionsinc.com/knowledge/article_20061004_105.html.
It's the day after Christmas and many of you are still on holiday. However, I thought I'd send a quick note along.
We have all learned about the importance of asking the "right" questions, questions that help us get at underlying issues, questions that help us think, and questions that help others move issues forward. In this piece Rick Brenner suggests that too often when we are in groups we focus on being the first one to provide the answer when a better focus would be on asking the right question.
Today's two-part reading takes the once-common practice of communal barn-raising where everyone in a community worked together to benefit a single farm family. Given the right task, good planning and organization you may find a community approach gets the right result and has the benefit of generating new relationships that represent a real added value.
Today, I turn to Rick Brenner's Chaco Canyon Newsletter for a piece -- If Only I Had Known -- that spans two issues: