Today's reading focuses on building a practice to increase your daily personal effectiveness. The IT Leaders Program emphasizes being intentional and planful with the use of your time. Specifically, we've suggested identifying and formally setting aside regular times to plan your week/day. For example, you might schedule time Sunday evening or on Monday morning to review the coming week to make sure you have reserved time to address your priorities.
To some extent, and more so for some than others, we are all problem solvers. Most of the time we use ad hoc, informal, personal processes to solve problems. And, these often work at the “good enough” level. However, sometimes we miss good solutions, and even fail to identify the problem correctly in the first place.
Have you ever been in a meeting to make a decision and before the context can be outlined, a few meeting participants have taken over and are going deeper and deeper into a solution based on a suggestion of one of the individuals? Today’s reading, ”Go Broad Before You Go Deep,“ from Roger Schwarz’s Fundamental Change Newsletter and found below, considers just that issue.
Six months ago, Robert Sutton, Professor of Management Science at Stanford University and author of a new book, Good Boss, Bad Boss, had a blog entry “12 Things Good Bosses Believe. ” You can find that entry at <http://blogs.hbr.org/cs/2010/05/12_things_that_good_bosses_bel.html>.
Today’s reading is “The Four Capacities Every Great Leader Needs (and Very Few Have)” <http://bit.ly/beWaWF> by Tony Schwartz, CEO of The Energy Project, a company that helps individuals and organizations fuel energy, engagement, focus, and productivity by harnessing the science of high performance. This entry appeared in FastCompany’s Expert Blog on October 15, 2010. (It and other blog entries by Tony Schwartz can also be found at <http://www.tonyschwartz.com/blog.php>.)
Today’s reading, “Getting to the Heart of a Disagreement – and Resolving It,” is from Roger Schwarz’s Fundamental Change Newsletter and is found below.
Disagreements are natural and inevitable, and their resolution is often crucial to moving forward. So, how do you resolve them? Do you focus on developing common ground? Do you try to minimize the differences? Do you compromise hoping that the disagreement will go away?
Tony Schwarts, CEO of the Energy Project, says a lot in this short piece “Six Ways to Supercharge Your Productivity”. His key point is that as a result of the digital demands of the world we now inhabit, we are in danger of undertaking more and more tasks and creating less and less real value.
He suggests six practical behaviors – all of which you’ve heard before – which if adopted will increase the value of what you do:
I came across today's reading, "Leaders Develop Daily, Not in a Day", last week in John Maxwell's GIANT Impact newsletter. Maxwell is an internationally know writer -- over 19 million books sold -- and speaker on leadership.
His's thesis in this piece is very straightforward: "Unless we set aside time to grow into the person we desire to be, we will not reach our potential." Leaders need to commit themselves to the process of growth, if indeed they want to develop as leaders.
Today’s reading is about a particular form of relationships called “clicking,” the phenomenon of rapidly connecting with another person, either in the work environment or in our personal lives. The article “The Importance of Connecting with Colleagues” is a discussion by Ori Brafman and Rom Brafman of their new book “Click: The Magic of Instant Connections.”
“Click” is the outgrowth of a research project to discover what happens when people click; and whether and how these moments shape our lives. Two big surprises came from the research: