It’s hard to be a good judge of people. Because it’s hard we often, almost exclusively, depend on extrinsic markers academic scores, results in previous jobs, job titles, salary, etc. We can also add extrinsic measures from social media – how many friends of Facebook, followers on Twitter, or who we know in common on LinkedIn.
Colin Shaw, CEO, Beyond Philosophy, a customer experience consultancy, shares insight on how to be sucessful.
Shaw notes that in his work life he has had some “great managers and some real idiots” and that he could learn from both. The good managers he copied and he did just the opposite of what the idiots did.
In his essay he provides six pieces of advice:
A key theme of the 2013 MOR IT Leaders Conference was that we are entering a time when disruptive change is the norm. Given that change will happen whether one participates or not, those who actively resist it will hinder their organizations’ progress and imperil their careers. For the conference participants, the message was clear: It is time to focus on the big picture and be sure that you and your unit are doing the right things for the future of the University and its students. It is time to develop the individual skills you need to ensure success for you and your university.
It is a fundamental principle that leadership in today’s higher education environment must be collective, concurrent, and collaborative. To make that happen, campuses need to create, nurture, and sustain communities in which leaders at all levels can be successful. On day three of the 2013 MOR IT Leaders conference, the morning session focused on building and sustaining leadership communities. Stanford University, the University of Iowa, and the University of Minnesota each described their approach to building these vitally important community environments.
Sarah Le Roy, vice president of Talent at Linkage is the author of today’s Tuesday Reading, “Share Your Leadership Vision One Shell at a Time” <http://mylinkage.com/blog/sharpen-your-leadership-vision/>. In the essay she tells the story of “shelling” with her eight year-old daughter. As they walked along the beach, Le Roy noted (to herself) that she consistently found better shells than her daughter.
In “The True Story of Amazing Customer Service From – GASP! – an Airline”, Barbara Apple Sullivan, CEO and managing partner of Sullivan, a brand engagement firm based in New York City, retells the experience she had when she lost her passport in Paris, trying to return to the States on Delta Airlines.
Deborah Mills-Scofield, writing in the Harvard Business School Blog, talks about four lessons she learned from the best bosses she had. Scofield calls herself a status quo challenger, an innovator, a strategist, and a disrupter. Her principle interest is in creating and implementing “highly actionable, measurable, and profitable strategic plans and cultures that foster innovation.”
All four are simple but profound:
Today’s reading is “Candor, Criticism, Teamwork” by Keith Ferrazzi, CEO of Ferrazzi Greenlight, a research-based consulting and training company. He is also author of the book Who’s Got Your Back. The essay first appeared in the HBR blog.
Today’s Tuesday Reading is “Questions That Lead to Results”. This article comes from the Wharton Leadership Digest’s Nano Tools for Leaders and was contributed by Marilee Adams, President and founder of the Inquiry Institute and author of ”Change Your Questions, Change Your Life.“
The goal of this Nano Tool is to change your and your team’s mindset from being "stuck" to finding possibilities and solutions.
Several weeks ago while reading the Leading News leadership letter I found today’s reading “On Gratitude.” It’s author, Patricia Wheeler <Patricia Wheeler Patricia@thelevingroup.com>, is an executive and team coach who helps smart people become more effective leaders.