In the April 1, 2006 issue of Business 2.0, Jeffrey Pfeffer,
Professor of Organizational Behavior at Stanford's Graduate School of
Business, argues that it pays to invest in leaders who blame
themselves when things go wrong.
I found this piece --
Why Everyone in an Enterprise Can -- and Should -- Be a Leader
-- which was originally published in December 2003 recently and thought
it was really worth sharing.
In a pieces spread over three issues beginning in late January
NetworkWorld discusses the IT profession in the year 2010
I really enjoy reading Rick Brenner who writes the email newsletter
from Chaco Canyon Consulting.
Is It Blame or Is It Accountability? -- When we seek those
accountable for a particular failure, we risk blaming them instead,
because many of us confuse accountability with blame. What's the
difference between them? How can we keep blame at bay?
Today's reading comes from the Chaco Canyon newsletter. In it Rick
Brenner explores key differences between "accountable" and "blame"
noting, in particular, accountability's focus on organizational learning
and the prevention of future failures.
It is very hard to get our work done without collaboration. Sometimes
those collaborators are on our team, sometimes in our organization,
sometimes they are elsewhere in our university, and sometimes they are
outside our university in suppliers, government agencies, etc. When
collaboration occurs things go well.
As all of your know by now, I read a lot from a lot of sources.
Yesterday, a newsletter called Marketplace Moments written by a friend,
Randy Kilgore, reached my desk. It carries a story which I want to
"It's December 17, 1941. The citizens of the town of North Platte,
Nebraska heard a rumor that a troop train carrying their sons and
daughters to war would be stopping at the depot in their town for about
We all do presentations and after the presentation there is always
questions and answers. While the questions and your answers do not
add all that much content to what you had to say, how you answer
plays into how your audience evaluates you and what you had to say;
presence and presentation again.
Today's -- really yesterday's -- reading is a short piece from a
recent Point Lookout newsletter -- Mastering Q and A.
Rick Brenner of Chaco Canyon Consulting here in Boston has a weekly
email newsletter called Point Lookout. I like Rick's writing because
it typically leads you to think about a subject from a different
point of view.
Marshall Goldsmith is one of the country's leading executive coaches.
Today's reading is his column from the July 2005 issue of Fast Company:
In this column Goldsmith talks about the importance of being a great