Today’s Tuesday Reading “If You’re Not Helping People Develop, You’re Not Management Material” <http://blogs.hbr.org/2014/01/if-youre-not-helping-people-develop-youre-not-management-material/>, first appeared in the HBR Blog Network. The author is Monique Valcour, Professor of Management at EDHEC business school in France. She focuses on helping companies and individuals craft high performance, meaningful jobs, careers, workplaces, and lives.
The Tuesday Reading today is “What to do in your last 30 days,” an essay written by Helen Norris, 2007 ITLP alum, and until recently Associate CIO at California State University, Sacramento. As of yesterday (June 2, 2014), Helen became CIO of Chapman University in Orange, California. In a note to me, she said that when you get a new job, people send you articles and books about what to do in your first 30 days. She goes on to say that no one gives you advice about your last 30 days, which are also important.
Three Ways Leaders Can Listen with More Empathy
Today’s reading is Three Ways Leaders Can Listen with More Empathy, an essay by Christine M. Riordan, Provost at the University of Kentucky and an expert in leadership development and workplace diversity. The essay appeared on the HBR Blog Network.
Today’s Tuesday Reading is “Increase Your Team’s Curiosity” by Roger Schwarz, CEO of Roger Schwartz and Associates. The essay appeared in the Harvard Business School blogs.
The Tuesday Reading for this week is “The Best Way for New Leaders to Build Trust,” as essay by Jim Dougherty. Dougherty is a veteran software CEO and entrepreneur and now is a senior lecturer at MIT’s Sloan School of Management. In the essay, he relates some of his experiences as CEO of Intralinks, an internet services company that provides secure web based electronic deal rooms.
"I don’t care if you like each other right now, but you will respect each other, ” said Coach Herman Boone to his high school football team in the movie Remember the Titans.
A few good reminders from The HR Director, "Top Tips for Talent Management"
- Keep a finger on the pulse
- Create meaningful, exciting jobs
- Encourage personal growth
It’s hard to be a good judge of people. Because it’s hard we often, almost exclusively, depend on extrinsic markers academic scores, results in previous jobs, job titles, salary, etc. We can also add extrinsic measures from social media – how many friends of Facebook, followers on Twitter, or who we know in common on LinkedIn.
A key theme of the 2013 MOR IT Leaders Conference was that we are entering a time when disruptive change is the norm. Given that change will happen whether one participates or not, those who actively resist it will hinder their organizations’ progress and imperil their careers. For the conference participants, the message was clear: It is time to focus on the big picture and be sure that you and your unit are doing the right things for the future of the University and its students. It is time to develop the individual skills you need to ensure success for you and your university.
It is a fundamental principle that leadership in today’s higher education environment must be collective, concurrent, and collaborative. To make that happen, campuses need to create, nurture, and sustain communities in which leaders at all levels can be successful. On day three of the 2013 MOR IT Leaders conference, the morning session focused on building and sustaining leadership communities. Stanford University, the University of Iowa, and the University of Minnesota each described their approach to building these vitally important community environments.