Emotional Intelligence

Six Tips for Fessing Up to Your Mistakes

By: Jim Bruce
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This week’s Tuesday Reading is “Six Tips for Fessing Up to Your Mistakes" by Deborah Brown-Volkman, president of Surpass Your Dreams, a career, life, and mentor coaching company.

If you haven’t made a mistake you can pass this week’s reading.  But, somehow, I think you may find the column interesting.  We all mistakes and it is supremely important that we take responsibility for the mistakes we make.  Deborah suggests that fessing up involves six steps:

Probing the Periphery: Mastering Vigilant Leadership

By: Jim Bruce
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Over the past week or so, it has seemed that everywhere I turned I ran across an article or a book with leadership or leader in the title:  Vigilant Leadership, Adaptive Leadership, the Leader of the Future, Better Leadership, and Total Leadership.  Today's piece, Mark Hanna's "Probing the Periphery:  Mastering Vigilant Leadershipis from the June 2008 issue of the Wharton Leadership Digest.  

Memo to a Young Leader

By: Jim Bruce
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This week, I want to share with you "Memo to a Young Leader" by William Taylor, co-founder of Fast Company and thinker, writer, and entrepreneur.  In this piece, which appeared in the May 8, 2008 issue of BusinessWeek, he asks five questions that you need solid answers for to be an inspiring leader.

1.  Why should great people want to work with you?

Staff Retention: The Power of Appreciation at Work

By: Jim Bruce
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Too often, we take people for granted.  In this week’s Tuesday Reading “Staff Retention:  The Power of Appreciation at Work”, Mike Robbins quotes the U.S. Department of Labor as noting that 64% of Americans who leave their jobs say they do so because they don’t feel appreciated.  And, Gallup reports that 70% of people in the U.S. say they received no praise or recognition in the workplace.  

Taming the Abrasive Manager: Words from the Boss Whisperer

By: Jim Bruce
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Have you ever had a manager who was abrasive on your staff?  You know, the person who causes you headaches, who have aggressive management styles that create interpersonal friction, reduce motivation and trust to rubble, and disrupt work well beyond the group they lead.  In “Taming the Abrasive Manager:  Words from the Boss Whisperer”, Laura Crawshaw, president of the Executive Insight Development Group, has some good words of advice.

Great Leaders Build Off Great Relations

By: Jim Bruce
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During a 2005 guest lecture at MIT’s Sloan School of Management the following question was asked:  “What should you be learning in business school?”  Jack Welch answered:  “Just concentrate on networking.  Everything else you need to know, you can learn on the job.” 

Learning to Accept Criticism

By: Jim Bruce
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One of the topics we discuss in the IT Leaders Program is giving and receiving both positive and negative feedback.  In today's reading "Learning to Accept Criticism", John Baldoni reinforces the importance of giving and receiving  criticism noting that they are essential leadership capabilities.  He then gives several helpful suggestions:

  -  Know your facts -- if you are going to criticize your boss (and for that matter anyone), you'd better get it right.

Total Leadership

By: Jim Bruce
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In “Total Leadership” <http://www.cio.com/article/109250?source=nlt_cioinsider>, Patricia Wallington, former CIO at Xerox, discusses a topic, conflict and confrontation, that makes most of us very uncomfortable.  She begins by noting that confrontation is a regular feature of IT.  She then asserts that IT leaders must become experts in the art of confrontation.  Her approach has seven steps -- 

  •  Anticipate

  •  Confront the issue, not the person

  •  Seek understanding

  •  Get help

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