Today’s Tuesday Reading is a short video Emotional Intelligence in Tough Conversations from the Harvard Business School’s “The Management Tip” series. The presenter is Susan David, CEO, Evidence Based Psychology and Codirector, Institute of Coaching, McLean Hospital. David is also co-author of Emotional Agility, which appeared in the November 2013 issue of the Harvard Business Review.
Today’s Tuesday Reading, Asking Questions, is an essay written by Diane Weller, shortly after the April Tuesday Reading series on asking questions. Diane is a member of the Information Technology Services Staff at the Pennsylvania State University and is an alumnus of the MOR Leaders Program.
Two weeks ago I began a series of Tuesday Readings focusing on feedback. In the first reading, I suggested that feedback was the sharing of information between co-workers about the impact of their behavior on the team’s results, its processes, and/or its relationships. This past week I focused on giving feedback and suggested six simple, one-word questions –
1 What? What was the behavior that you observed?
2 Who? Who was involved?
Last week we began a series of Tuesday Readings on the subject of feedback: Feedback in the workplace is the sharing of information between co-workers about the impact that their behavior is having on the team’s results, its processes, and/or its relationships. It can be positive in the form of affirmation of specific good work a co-worker is doing. Or, it can be in the form of correction needed in specific aspects of the work being done.
“We all live in the world with only the vaguest notion of our impact, and sometimes that matters. Clearly, when we’re effective or helpful, we ought to know it. And when our actions are working against us or others, we ought to know that too. Given how most of us put our heads down and barrel through, sometimes it falls on another person to let us in on what everyone else knows and we probably don’t. So, feedback is a good thing, when it is done right. … Make it specific, behavioral, non-judgmental, and about things people can control.”
Today’s Tuesday Reading “Leadership Happens Through Action and Behavior” first appeared as a Weekly Reflection for the University of Minnesota Advanced Leaders Program. It’s author, Chris Grantham is Chief of Staff to the Vice President and CIO at the University.
Many of you know I have a 19-month-old daughter, Iris, whom I adore absolutely and will talk about incessantly if you let me.
No, today’s Tuesday Reading is not bad driving advice! The curves here are those Brad Wheeler, Vice President for Information Technology and Chief Information Officer for Indiana University and a professor of information systems in IU’s Kelly School of Business, is speaking of in his January/February 2014 EDUCAUSE Review essay “Speeding Up On Curves” which is our
In addition to all of the things you have to do in your job is the important responsibility of managing the relationship with your boss. It takes time and energy. And, managing it is as important as any of your work, and doing it well can simplify your job by eliminating future problems.
“Character is the tree. Reputation is the shadow.” — Abraham Lincoln
Earlier this month, Fred Kiel’s new book, Return on Character, caught my attention. Kiel is co-founder and principal at the KRW Research Institute which focuses on creating character-driven leadership cultures.
Today’s Tuesday Reading focuses on managing difficult conversations. Most likely each of us will have at least one difficult conversation today. We’ve all had difficult conversations that have gone badly and we instinctly fear that the one on the horizon will do so as well. Today’s reading is actually a video produced by Fred Kofman. He is Professor of Leadership at the Univer