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Feeling Appreciated? Why It Can Make All The Difference

By: Jim Bruce
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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.

Leadership Reflections from a ‘Motorbike'-Part 2

By: Jim Bruce
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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

Go to Lunch and Clean Out Your Inbox

By: Jim Bruce
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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.

How to Handle Surprise Criticism

By: Jim Bruce
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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:

Accountability: What Do You Owe Your Direct Reports

By: Jim Bruce
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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

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