Adam Grant, in a recent blog post, 5 Myths About Introverts and Extroverts, debunks five strongly held beliefs about introverts. Grant has been recognized as Wharton's top-rated teacher for four straight years, as one of the world's top 40 business professors under 40, and as one of HR's most influential international thinkers.
Today’s Tuesday Reading, “If You Want People to Listen, Stop Talking,” comes from the pen of Peter Bregman and appeared in the Harvard Business Review blog on May 25, 2015. Bergman is CEO of Bergman Partners, a company that strengthens leadership in people and organizations through programs, consulting, and coaching. He is also author of 18 Minutes: Find Your Focus, Master Distractions, and the Right Things Done.
Over the past few weeks, a number of articles about performance reviews and performance management have made it to my inbox. Some of these are listed as references below.
Today’s Tuesday Reading, Life Balance, is an essay by Jenn Stringer, Associate CIO, Academic Engagement and Director of Educational Technology Services at the University of California Berkeley. Jenn is also a recent MOR Leaders Program alumnus. Her essay first appeared as a program reflection last winter.
Today’s Tuesday Reading, Be Nice!, is based on Christine Porath’s June 19, 2015, New York Times Sunday Review essay, No Time to Be Nice at Work. Porath is an associate professor at Georgetown University’s McDonough School of Business.
I hope that everyone is taking advantage of the summer weather. My reflection for this week has to do with taking actual vacations from work in just as meaningful and purposeful a way as tackling a major project or presentation. This is a new approach to vacations for me because recently I have become rather half-committed to cutting ties with email and thinking about work while away.
From the 2015 MOR Leaders Conference, keynote Chris Mayer talks about the industry parallels between media and higher education. In this three part video series, he prompts us to think about how education is defined and the experience will continue to change, in large part by students and employers.
Two weeks ago I began a series of Tuesday Readings focusing on feedback. In the first reading, I suggested that feedback was the sharing of information between co-workers about the impact of their behavior on the team’s results, its processes, and/or its relationships. This past week I focused on giving feedback and suggested six simple, one-word questions –
1 What? What was the behavior that you observed?
2 Who? Who was involved?
Returning to work after our second session, I felt like I was coming back not just with new tools, but with new lenses and sharper vision. But would that have an impact? I think it has. Here are three mini-reflections focused around new things that happened in my leadership because of lessons and tools I acquired through MOR:
Stop Getting in Your Own Way
My big takeaway from our first set of meetings has to be to “get on the balcony.” Related to getting on the balcony, I recognized through our reading and activities that I need to delegate more, give work back, and say no more. Once I condition myself to make a habit of doing these things, I will have carved out the time for me to be on the balcony.