In MOR’s several Leaders Programs, we routinely talk about the need for everyone to set aside time on a regular basis for reflection, for work on strategic projects, and for planning. In today’s reading "An 18-Minute Plan for Managing Your Day", Peter Bregman proposes a very structured plan for planning and thus for gaining control of your day.
Over the past several weeks I’ve seen many reviews of Teresa Amabile and Steven Kramer’s new book “ The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work.” Today’s reading “How Small Wins Unleash Creativity” from Harvard Business School’s Working Knowledge is a summary of that book.*
Today’s Reading, “Go Ahead, Take That Break”, comes from Whitney Johnson’s HBR Blog. Johnson is a founding partner of Rose Park Advisors (Clayton M. Christensen’s investment firm), and is author of the forthcoming book “Done-Dream-Do: Remarkable Things Happen When You Dare to Dream.”
Yesterday, Dave Logan's column "Leadership Lessons from the Debt Deal Fiasco" appeared in the BNET newsletter. Given the timeliness of the subject, I wanted to share the column and its lesson with you. Logan is a faculty member in USC's Marshall School of Business. He teaches leadership and management. In addition, he's a Senior Partner in CultureSync, a management consulting firm he co-founded in 1997, and author of four books including "Tribal Leadership."
Today’s reading is a July 17, 2011 column “’Let’s Meet’ doesn’t have to be death knell for productivity” <http://bo.st/qG5ac3> by Boston Globe Columnist, Scott Kirsner. Kirsner is the author of the book “The Future of Web Video,” editor of “The Convergence Guide: Life Sciences in New England,” and a contributor to “The Good City: Writers Explore 21st Century Boston.”
Today's Reading, "The Right Response is Not Always Instant" , is from the pen of Ron Ashkenas, managing partner of Schaffer Consulting and a co-author of "The GE Work-Out." His latest book is "Simply Effective."
Too many of the flood of messages we receive each day have an implied, or sometime stated, urgency that suggests, requires, or even demands that we drop everything and address the request. You have to wonder, with seemingly everything "labeled" urgent whether anything really is.
This week’s reading comes from an interview Robert Mcgarvey had with Larry Bossidy that appeared in the July 2003 issue of the AmericanWay – “It’s All In The Follow-through” – about the time Bossidy’s book Execution was published. Of particular attention is the sidebar at the very end of the piece.
I found this interesting read “Why Leadership Programs Don’t Work” by Kelly Goldsmith and Marshall Goldsmith in BNET. It’s really short infomercial aimed squarely at you.
One of the most consistent findings in psychology is that people behave differently when their environment changes. When we are at a place where people are quiet, say a church or a library, we’re quiet; when we are at a sporting event where it’s loud, we’re loud.
Why then, when we try to make changes at work do we, almost always, focus on people changing rather than on changing the environment. Often, changing the environment is the easiest way to effect meaningful behavioral change.
Joe Urich from the University of Iowa shared this piece with his on-campus cohort last month and I thought it was worth sharing with everyone. “Lessons of Fort Sumter”was published in early April in the Wall Street Journal. The author is Bret Stephens, a columnist for the Journal.
In the short piece he distills from the battle for Sumter five important leadership lessons:
1. Listen to many opinions. Don’t just listen to the loud voice, seek options.