Once MOR begins a leadership journey with someone, we never leave their side. Or, put another way, they keep us with them. Perhaps that’s why our organizational client retention rate this year was 100%.
As leadership communities grow across our client organizations, we’ve witnessed several interesting approaches to leading leaders. Here are a few noteworthy trends we see in letting leaders spread their wings.
In last week’s Tuesday Reading, Triggers, Once Again, I pointed to a set of questions Marshall Goldsmith asks at the end of each day. These 20 questions include ones such as:
· Did I do my best today to make progress on each of my priorities for the day?
· Did I do my best today to provide time to meet the needs of my staff?
There are informal leaders in every organization. These are the people in the organization who, without formal title or authority, get things done, and done well, show others how to do them, and have a large network interconnecting many people in a variety of teams and organizations across the entire organization. Often we do not even know who these people are nor recognize their importance in our organization’s success or understand the breadth of their networks.
Leaders in Higher Education walk a tightrope every day.
Financial pressures have sustained while expectations and demands for return on investment have continued to increase. The pace of change has accelerated and will not stop. Market conditions have spurred new innovation and competition at the edges, some of which might be considered unwelcome.
I suspect that you, like me, must answer “yes.” From a neuroscience perspective, our brains are constantly, subconsciously scanning the world around us seeking to identify and examine “events” of note – for example, the school bus that went down my street this morning at
As I listened to an interview with Rick Levin this morning, CEO of Coursera, what seems to me as a decreasing value of content, was further being validated.
SCARF :: Status, Certainty, Autonomy, Relatedness, Fairness
In last week’s Tuesday Reading, we introduced the concept that our brains have developed in such a way that we are extremely sensitive to threats from change and ambiguity. We noted how our brains are constantly scanning our environment to detect such threats at a rapid rate. We also noted that if not addressed the result is distraction, anxiety, and fear, followed by poor performance and more aggressive behavior towards colleagues.
Today’s Tuesday Reading, “Plusing Up” and the Princess Doll, is an essay by Jerry Wood, Director of Information Technology, for Intercollegiate Athletics at the University of Michigan. The essay first appeared as a program reflection earlier this year.