Early last month, I was talking with with a businessman who is now the president of a small college in New York. In the course of our conversation, he noted how rude his faculty were to one another. I couldn’t help reflecting on the rudeness I had observed among IT staff members during my two decades at CIO -- personal attacks, ignoring colleagues who had a different point of view, dominating conversations, interruptions, and the list goes on.
Several weeks ago I was pointed to UBS's Knowledge Center and a short piece True Leaders Must "Walk the Floor." This piece reinforces the importance of communicating with staff. It notes that many leaders have found that interacting with their staff by walking around can build relationships, help staff understand their leader's goals, and provide them with insight and helpful information. You'll find the piece at,
Today's reading, Seven Strategies for Attracting and Retaining Top IT Talent, which comes from the January 4, 2007 issue of CIO, is just as applicable to other fields as it is to IT.
Business 2.0 reports what seems to be an amazing data point: For every two baby boomers who retire in the next decade, there will be only one college grad to take their place. Thus, it is very likely that having strong skills in attracting, hiring, and retaining staff will become even more important than it is today.
Today's two-part reading takes the once-common practice of communal barn-raising where everyone in a community worked together to benefit a single farm family. Given the right task, good planning and organization you may find a community approach gets the right result and has the benefit of generating new relationships that represent a real added value.
Most of the time we interact with others -- fellow members of a team, colleagues assembled for a particular issue, individuals we meet by happenstance -- to get work done. In "We Are All People," Rick Brenner of Chaco Canyon Consulting reminds us that we are all people, different people, and that we have one common objective, getting results. He provides nine guidelines you may find helpful:
1. Assume that you still don't understand the problem.
2. No one measures status accurately.
Most of us, I suspect, don't pay much attention to "trust" until we get smacked in the face because there is an absence of trust and that absence of trust is stopping progress towards our goal dead in its tracks. Rick Brenner, in two April issues of his newsletter Point Lookout focuses on the costs of low or no trust.
A West Coast colleague passed this URl along earlier today