The Leaders Program workshops have introduced all of you to the 4 I’s at one time or another. Today’s reading introduces you to the four A’s, strategies from the Mayo Clinic staff – ”Need Stress Relief? Try the Four A’s”– for coping with stress: avoid, alter, accept, and adapt.
Today’s reading, which focuses on the topic of personal productivity, comes fromDavid Allen’s August 3, 2010 Newsletter, and can be found at <http://www.davidco.com/newsletters/archive/0810.html>. A number of you know David Allen from his Getting Things Done book as well as the GTD website.
This week’s Tuesday Reading comes via Jim Hall’s blog <http://blog.lib.umn.edu/jhall/blog/>. Jim is an ITLP alumnus and is currently campus IT Director at the University of Minnesota Morris.
The Chronicle of Higher Education ran an article a few weeks ago, How to Run a Meeting
I found today’s Tuesday Reading in yesterday’s New York Times. Matt Richtel had a wonderful piece “Outdoors and Out of Reach, Studying the Brain” that reports on a five day trip by five neuroscientists plus Richtel, and a guide, rafting, hiking, and camping along the San Juan River in the Glen Canyon National Recreational Area in Utah.
Today's reading – “How to Become an Effective Delegator” – takes us again to the subject of delegation. Delegation is the fastest way for each of us to create space in our minds and on our calendar for more strategic work. And, this, I dare say, is something that we all could benefit from.
Dan Heath in today’s Reading – “Want Your Organization to Change? Put Feelings First” – points out that typically when we want people to change, we try to teach them something. Sounds good, right? WRONG! According to Heath and John Kotter, knowledge rarely leads to change.
Today’s reading is a short essay, reproduced below, by Roger Schwartz in his newsletter Fundamental Change. He makes two significant points that caught my attention: First, accountability is a two-way street. Not only do your staff have accountability to their manager, but the manager, you, have accountability to them. And, second, all feedback needs to be timely. Said differently, it becomes stale very rapidly. Schwartz suggests that if you have not given the feedback within a week of observing either something good that needs to be recognized or something ineffective that needs to b
Today’s reading “How to Stop the Blame Game” is by Nathanael Fast, assistant professor of Management and Organization at USC’s Marshall School of Business. It appeared in the May research blog of the Harvard Business Review.
Fast points back to the recent “grilling” of three oil company executives by U.S. Senate committees. He noted that the executives “fell over each other in attempts to shift the blame.” And, that “No one was impressed.”
Today’s reading comes from an Amy Gallo posting How to Handle the Pessimist on Your Team to the Harvard Business Review BLOG. Gallo is a writer, editor, and business consultant. Her writing on management issues regularly appears in the HRB BLOG. Earlier she was a consultant at Katztenbach Partners, a strategy and organization consulting firm where she was involved in the firm’s research and thinking on the “informal organization.”