Today’s Tuesday Reading, G–I–V–E Feedback: A Path to Improvement, is an essay by Mary Therese Durr, Director of Computing Support and Information Technology Service Management at Boston College an ad MOR Leaders Program alumnus. Her essay provides an additional tool, beyond those in the Tuesday Readings of last June, for formulating and giving feedback.
Today’s Tuesday Reading is a short video Emotional Intelligence in Tough Conversations from the Harvard Business School’s “The Management Tip” series. The presenter is Susan David, CEO, Evidence Based Psychology and Codirector, Institute of Coaching, McLean Hospital. David is also co-author of Emotional Agility, which appeared in the November 2013 issue of the Harvard Business Review.
Today’s Tuesday Reading, Asking Questions, is an essay written by Diane Weller, shortly after the April Tuesday Reading series on asking questions. Diane is a member of the Information Technology Services Staff at the Pennsylvania State University and is an alumnus of the MOR Leaders Program.
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?
Last week we began a series of Tuesday Readings on the subject of feedback: Feedback in the workplace is the sharing of information between co-workers about the impact that their behavior is having on the team’s results, its processes, and/or its relationships. It can be positive in the form of affirmation of specific good work a co-worker is doing. Or, it can be in the form of correction needed in specific aspects of the work being done.
“We all live in the world with only the vaguest notion of our impact, and sometimes that matters. Clearly, when we’re effective or helpful, we ought to know it. And when our actions are working against us or others, we ought to know that too. Given how most of us put our heads down and barrel through, sometimes it falls on another person to let us in on what everyone else knows and we probably don’t. So, feedback is a good thing, when it is done right. … Make it specific, behavioral, non-judgmental, and about things people can control.”
The Tuesday Reading today is 7 Ways You’re Unconsciously Undermining Yourself. The essay was written by Gwen Moran for FastCompany.com. Moran writes about business, money and assorted other topics for leading publications and web sites. She is co-author of The Complete Idiot’s Guide to Business Plans.
Today’s Tuesday Reading is “To Get Honest Feedback, Leaders Need to Ask”, as essay from the pens of Jim Kouzes and Barry Posner which appeared on the HBR Blog Network. Kouzes and Posner are coauthors of The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Both are at Santa Clara University where Posner is Acolti Professor of Leadership and Kouzes is Executive Fellow of Leadership at the Leavey School of Business.
Today’s Tuesday Reading, “How to Communicate Effectively at Work” first appeared two years ago as a nine picture slide deck embedded in a Forbes’ article that reports on Karen Friedman’s book Shut Up And Say Something: Business Communication Strategies to Overcome Challenges and Influence Listeners. The