Over the past year, I have written on many topics, but never on courage.
… Discover the Value of Idleness
… Just how many hours did you get last night?
If you are like me, I typically answer this question by saying something like, “not enough.” Each of us by design, by inattention, or the events-of-the-day, end up trying, usually unsuccessfully, to cram more into each day than is reasonable, practical, of good for our life and health.
“Vulnerability is the birthplace of innovation, creativity and change.” – Brenè Brown
The Merriam Webster Dictionary defines vulnerable as capable of being physically or emotionally wounded, open to attack and damage.
The MOR Leaders Program, as the name implies, is about leadership. Just what is it that leaders do and how do they go about doing it? Two weeks ago, we focused on the humble leader. There we wrote about what makes a leader humble1 and how a leader can cultivate those characteristics in his or her leadership style.
Leadership style has to do with the way a leader provides direction, implements plans, and motivates people. The literature on leadership discusses many different styles.
The MOR Leaders Program employs a leadership model which calls for leaders to focus on
. . . Between Work and the Rest of Your Life
Sometimes we need to react fast, automatically. For example, as we see a large truck speeding towards us as we are standing in the edge of the street waiting for a traffic light to change. Or, as we observe the subtle cues of a very dissatisfied client. And, at a different time, we may find ourselves totally engrossed in the deep work1 of a seemingly intractable problem. And, then our thoughts and actions need to proceed at a slower pace.
… “If you have a brain, you’re biased.”1
The Cambridge English Dictionary defines bias as a “personal opinion that influences your judgment.” We all have such personal opinions.
… my team is a safe place for interpersonal risk taking
Early this decade Google was focused on building the perfect team. Even earlier, the company had endeavored to capture large quantities of data about employees and how they worked. They knew, for example, how frequently particular people ate together (more productive people had larger networks of dining partners) and were able to identify key traits shared by the very best managers (good communication and avoidance of micromanaging).