Soft Skills: Listening for Better Leadership

Throughout ITLP we talk about the importance of listening, of choosing to carefully pay attention to and to understand what is being said.

Today’s Reading “Soft Skills:  Listening for Better Leadership” addresses this topic.  In the piece, the author Diann Daniel notes that listening conveys respect, not listening makes people feel devalued and less motivated;  good listening empowers, not listening guarantees you won’t understand.

The Success Delusion -- Why It Can Be So Hard for Successful Leaders to Change

Today's reading is "The Success Delusion -- Why It Can Be So Hard for Successful Leaders to Changefrom the Marshall Goldsmith Library.  Goldsmith's thesis is straightforward:  The more successful we become, the more positive reinforcement we get, the more difficult it will be for us to make the changes we need to make to continue to be successful.

Six Tips for Fessing Up to Your Mistakes

This week’s Tuesday Reading is “Six Tips for Fessing Up to Your Mistakes" by Deborah Brown-Volkman, president of Surpass Your Dreams, a career, life, and mentor coaching company.

If you haven’t made a mistake you can pass this week’s reading.  But, somehow, I think you may find the column interesting.  We all mistakes and it is supremely important that we take responsibility for the mistakes we make.  Deborah suggests that fessing up involves six steps:

The Power of the Humble Checklist

In my reading not long ago I found a pointer to a short piece by Sean Silverthorne – "The Power of the Humble Checklist".  As the author points out, and as I will confirm, having a standard checklist for complex, but nevertheless, routine tasks – e.g., the pilot’s pre-flight checklist or the hospital’s safe-surgery checklist – is lifesaving and invaluable.  

The Leader of the Future

We all remember Ron Heifetz from the first day of the IT Leaders Program.  There we learned about "adaptive leadership," “giving work back to the workers,” and about “getting up on the balcony.”

Today’s reading “The Leader of the Future” reports on a series of 2007 conversations that William Taylor, a founding editor of Fast Company, had with Heifetz.  In the conversations, Heifetz offered ideas, advice, and techniques for leaders of the future.  The conversations are structured around four topics:

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