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Shepherding Potential

By: Leadership Part...
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I am constantly looking for new leadership lessons. When I am a student or trainee, I observe how the instructor structures the class, presents information, and keeps the room engaged. As a sports fan, I pay attention to how a coach organizes the team, creates energy toward a shared goal, and adapts to change. Over the last year, I have had one of the richest opportunities as my wife and I began raising our first child, Winnie, who recently turned one.

G–I–V–E Feedback: A Path to Improvement

By: Jim Bruce
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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.

Emotional Intelligence in Tough Conversations

By: Jim Bruce
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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.

Asking Questions

By: Jim Bruce
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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.

Feedback 103 – Asking for and Receiving Feedback

By: Jim Bruce
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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?

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