Luca Baiguni, Professor of Organizational Behavior and Personal Development at the Politecnico di Milano, was recently was in Barcelona on business and spent some time visiting the city. One of his must see places was the Sagrada Famìla, the basilica universally considered the masterpiece of Antoni Gaudì, the Spanish architect who lived from 1852 to 1926.
In the sports world, a “clutch” player performs best when the pressure is on. [See “Learning to be a ‘Clutch’ Leader” by Sean Silverstone, editor of HBS’s Working Knowledge newsletter.] In the thinking of Paul Sullivan, New York Times business columnist and author of “Clutch: Why Some People Excel Under Pressure and Others Don’t,” the best example of a “clutch” person is the military leader – someone trained to make combat decisions with life or death consequences. [See, “How Cadets Learn to be ‘Clutch’,”.]
Today’s reading is a Matt Richtel piece “Growing Up Digital, Wired fro Distraction” which first appeared in the New York Times on November 21, 2010.
This piece caught my attention for three reasons:
I found today’s Tuesday Reading in yesterday’s New York Times. Matt Richtel had a wonderful piece “Outdoors and Out of Reach, Studying the Brain” that reports on a five day trip by five neuroscientists plus Richtel, and a guide, rafting, hiking, and camping along the San Juan River in the Glen Canyon National Recreational Area in Utah.
Dan Heath in today’s Reading – “Want Your Organization to Change? Put Feelings First” – points out that typically when we want people to change, we try to teach them something. Sounds good, right? WRONG! According to Heath and John Kotter, knowledge rarely leads to change.
This Tuesday’s reading is “Communicating Vision”, by John Maxwell, prolific writer and speaker on leadership.
In this short article, Maxwell outlines an approach for communicating a clear and compelling organizational vision. (You will notice many similarities to the SUCCES tool that we have presented in many of the MOR leadership program workshops.)
He makes six recommendations:
If you are leading a change initiative, then you must be an influencer for that initiative to be successful. Yet studies have shown that only one in five leaders are able to influence positive change in a way that it lasts. What’s going on?
Today’s reading is “The Influencers: The Top Five Reasons Leaders Lack Influence”. In this piece, Ron McMillan and Joseph Grenny, the authors who also wrote “Influencer: The Power to Change Anything,” provide five reasons why leaders lack influence:
For today’s reading, we turn to a December 2007 FastCompany article by William Taylor, The Leader of the Future. In this piece Taylor, one of the founders of FastCompany, reports on a discussion with Ron Heifetz, director of the Leadership Education Project at Harvard’s Kennedy School of Government. You will likely remember that Heifetz is author of one of the views of leadership we studied early in the l
Much of a leader’s time is spent, formally or informally, working to influence decision makers, typically peers, cross-organizational colleagues, or those higher up in the organization. The Tuesday Reading this week – Effectively Influencing Decision Makers: Ensuring That Your Knowledge Makes a Difference – focuses on just this subject.