Professor Bernard Roth is academic director and cofounder of Stanford’s d.school, the campus hub for innovators. Students and faculty from engineering, medicine, business, law, humanities, sciences, and education come there to work together on some of the world’s most messy problems.
Today’s Tuesday Reading, Giving Credit, is an essay by Anna Lynch, Manager, Online Instructional Design, eLearning Design & Services, and Julie Parmenter, Manager, Enterprise Decision Support Services, at Indiana University’s University Information Technology Services.
Got your attention, didn’t I?
In a recent HBR blog post, Bain & Company’s Michael Mankins answers with a strong very likely.
Twenty years ago, new technologies like email and teleconferencing were key drivers in dramatically increasing productivity. Information flowed faster, collaboration was easier. However, by 2007 year-to-year growth in productivity was on the decline. Yet, today, a decade later, organizations continue to invest in new technology for white-collar workers. And, increases in benefits are no longer visible.
Among the essential skills we expect leaders to have is giving and receiving feedback. Everyone needs to know how they are doing, what they might improve, what they are particularly good at, etc. Feedback focuses on the past, and in particular on what you did recently. And, that’s important in providing guidance on how you can do it better in the future.
In a recent Linkage Blog post – “Got 20 Minutes? Try the 6-question approach to coaching” – Sarah Briegle points to a Marshall Goldsmith video clip where Goldsmith describes a six-question coaching a
Being accountable is your ticket to earning the right to hold others accountable.
…face-to-face. Amy Cuddy, Associate Professor of Business Administration at the Harvard Business School and author of Presence: Bringing Your Boldest Self to Your Biggest Challenges, recently wrote that there are lots of reasons to put your smartphones down – constantly checking and then responding to them takes us out of the present moment disrupting whatever you are focusing on: for example, your conversation with a
Today’s Tuesday Reading, I Met A Leader Today, is an essay by Mary Fuller, originally written as a reflection early in the University of Nebraska on-campus leaders program. Mary is a member of the Data Warehouse Team of the University of Nebraska Computing Services Network.
Before the winter break, I spent some time considering who would make a great example of leadership for my reflection. I kept coming back to the idea of describing my friend David, who was once a colleague of mine at another university. Over the years, we’ve kept in touch on a regular basis, and kept up with each other’s professional journeys. My work used to intersect with his department frequently, and we had long ago developed a habit of seeking each other’s constructive feedback.