The Tuesday Reading for today “Feeling Appreciated? Why It Can Make All The Difference” <http://www.forbes.com/sites/margiewarrell/2013/05/16/feeling-appreciated-why-it-can-make-all-the-difference/> comes from the pen of Margie Warrell, author, leadership coach, and keynote speaker. Warrell focuses on empowering people to live and lead with greater courage. This essay first appeared in Forbes.
The essay for today’s Tuesday Reading, “5 Ways To Calm ‘Feedback Fires’” <http://www.forbes.com/sites/joefolkman/2013/05/27/5-ways-to-calm-feedback-fires-what-we-can-learn-from-celebrity-meltdowns/>, first appeared in Forbes and comes from the pen of Joseph Folkman. Folkman is a
Todays Reading, “Leadership Reflections from a ‘Motorbike,’” Part 2 continues IT•LP reflection written by Michelle Reynolds, alumnus of IT•LP 2012 and Assistant Director for Central IT Support at Cornell.
Last week Michelle led us to reflect on her first five rules:
• Stay alert
• Be conscientious of the neighborhood
• Visibility is important
• Everyone can see things differently
Today’s reading is “How to Get Feedback When You’re the Boss” and is from Amy Gallo’s pen. She is a contributing editor at the Harvard Business Review.
Today’s Tuesday Reading, “I Have Terrible News: Value of Communication in Honesty”, is a Jack Zenger article which appeared at Forbes.com. Zenger is CEO of Zenger | Folkman, a Utah-based consulting company focused on leadership development. He and his partner, Joe Folkman, are authors of The Extraordinary Leader.
Today’s Reading, “Go to Lunch and Clean Out Your Inbox,” was originally written as a weekly reflection by Stephen Kemp. Stephen is the Coordinator for Help Desk Services at the University of Illinois Urbana-Champaign’s College of Veterinary Medicine.
Today’s reading – “Why Appreciation Matters so Much” – comes from the pen of Tony Schwartz, President and CEO of The Energy Project and author of Be Excellent at Anything.
This week’s Tuesday Reading, “Three Questions for Effective Feedback”, comes from the pen of Thomas J. DeLong, the Phillip J. Stomberg Professor of Management Practice in the Organizational Behavior area at the Harvard Business School. His research focus is on the challenges facing individuals and organizations in the process of change.
Today’s Reading, “How to Handle Surprise Criticism”, focuses on feedback that comes as a surprise, even as a shock, from out of nowhere, about an issue you haven’t even perceived.
In this piece, Peter Bergman, speaker, writer, and consultant on leadership, says that to take such surprise criticism productively, you need a game plan. He goes on to say that as you listen and your adrenaline begins to flow, you need to pause, take a deep breath, and:
Today’s reading is a short essay, reproduced below, by Roger Schwartz in his newsletter Fundamental Change. He makes two significant points that caught my attention: First, accountability is a two-way street. Not only do your staff have accountability to their manager, but the manager, you, have accountability to them. And, second, all feedback needs to be timely. Said differently, it becomes stale very rapidly. Schwartz suggests that if you have not given the feedback within a week of observing either something good that needs to be recognized or something ineffective that needs to b