A number of you are fans of David Allen and follow many of the recommendations in his book, “Getting Things Done.” Our reading this week is “The Curse Of The Eternally Urgent” which you will find at <http://www.huffingtonpost.com/david-allen/the-curse-of-the-eternall_b_96512.html>.
Over the past week or so, it has seemed that everywhere I turned I ran across an article or a book with leadership or leader in the title: Vigilant Leadership, Adaptive Leadership, the Leader of the Future, Better Leadership, and Total Leadership. Today's piece, Mark Hanna's "Probing the Periphery: Mastering Vigilant Leadership" is from the June 2008 issue of the Wharton Leadership Digest.
During the course of a Leadership Program many of the participants ask how to conduct effective meetings and even more groan under the impact of the meetings on their calendars. This weeks reading, Eight Steps to More Effective Meetings which can be found at <http://www.cio.com/article/141300/Eight_Steps_to_More_Effective_Meetings>, provides s
As it nears the end of the year, it seems appropriate for the Tuesday Reading to turn to the future. In “A Roadmap for IT Leadership and the Next Ten Years” <http://www.educause.edu/ir/library/pdf/EQM0626.pdf> Tim Chester, CIO at Texas A&M at Qatar, argues that the future requires that CIOs and other IT leaders become technology advocates and not leaders of technology mechanics. So, take a deep breadth, sit back and think carefully about your technology leadership role in the coming years.
In “Situational Awareness 101”, John Baldoni points out that “A sound sense of situational awareness is vital to leadership decision making. A leader must know context (what is happening), circumstance (what has happened) and consequence (what could happen) at all times.”
In “Making Strategy That Sticks", Susan Cramm points out that all too often when we develop a strategy, we focus on getting the right content rather than getting the right commitment. She writes: ”The acid test of strategy is whether it informs and constrains decision making by compelling leaders to align their functional goals and day-to-day decision making to the goals of the enterprise. The only way to accomplish this is through communication and collaboration. The process of aligning people’s hearts and mind
Most of us cringe at the thought of saying no. We think that it is not an option. We don’t want to disappoint. Etc. However, saying yes to everything creates an untenable position for you and for your organization. Esther Derby in "The Benefits of No" gives us an essential management tool, a three-point approach to saying no:
1. Start by affirming the requester; let them know you are listening.
We all experience pressure, almost daily. Sometimes the pressure is generated by the schedule and expectations we set for ourselves; sometimes from the expectations others place on us. Rick Brenner's Chaco Canyon had three (short) columns last December that focused on several aspects of pressure associated with projects:
Communications and Expectations <http://www.chacocanyon.com/pointlookout/061213.shtml>
Today, we welcome the participants in Group VI of the IT Leaders Program who are starting their first workshop. Welcome to the Tuesday Readings, gleanings from my readings that I hope you might find interesting, provocative, and otherwise useful.