… Sometimes it is actually better to stop, and not finish. Really?
Today’s Tuesday Reading is an essay by John E. Hill, Instructional Technologies Specialist at Cornell University’s College of Agriculture and Life Sciences. His essay first appeared as a leaders program reflection earlier this year. [John may be reached at <firstname.lastname@example.org>.]
Day after tomorrow, the fourth Thursday of November, will be celebrated as Thanksgiving Day in the United States.
Over the past year, I have written on many topics, but never on courage.
There is nothing particularly special about hearing negative voices in your head. I suspect that most of us have, at one time or another. Some of us may even hear these voices frequently. And, some of these voices may be so strident as to lead one to disbelieve the credibility of any successes that she or he has experienced. It may surprise you that research suggests that some 70% of adults hear these strident voices at one time or another, and sometimes frequently.
“True wisdom comes from asking the right questions.” Clayton Christensen
… How do I respond?
Compliments are a good thing, right? Everyone likes to be recognized for a job well done. Especially from someone whose work you admire. They are a special form of positive feedback. However, many of us find accepting a compliment with grace to be a major challenge. Too often, our first instinct is to dismiss the compliment. For example, the recipient:
Daniela Aivazian is the author of today’s Tuesday Reading. She is an Organizational Effectiveness Specialist in Stanford University’s University IT organization. Her essay first appeared as a leadership program reflection earlier this year. [Dani may be reached at email@example.com.]
… my team is a safe place for interpersonal risk taking
Early this decade Google was focused on building the perfect team. Even earlier, the company had endeavored to capture large quantities of data about employees and how they worked. They knew, for example, how frequently particular people ate together (more productive people had larger networks of dining partners) and were able to identify key traits shared by the very best managers (good communication and avoidance of micromanaging).