This week’s reading comes from an interview Robert Mcgarvey had with Larry Bossidy that appeared in the July 2003 issue of the AmericanWay – “It’s All In The Follow-through” – about the time Bossidy’s book Execution was published. Of particular attention is the sidebar at the very end of the piece.
I found this interesting read “Why Leadership Programs Don’t Work” by Kelly Goldsmith and Marshall Goldsmith in BNET. It’s really short infomercial aimed squarely at you.
One of the most consistent findings in psychology is that people behave differently when their environment changes. When we are at a place where people are quiet, say a church or a library, we’re quiet; when we are at a sporting event where it’s loud, we’re loud.
Why then, when we try to make changes at work do we, almost always, focus on people changing rather than on changing the environment. Often, changing the environment is the easiest way to effect meaningful behavioral change.
Joe Urich from the University of Iowa shared this piece with his on-campus cohort last month and I thought it was worth sharing with everyone. “Lessons of Fort Sumter”was published in early April in the Wall Street Journal. The author is Bret Stephens, a columnist for the Journal.
In the short piece he distills from the battle for Sumter five important leadership lessons:
1. Listen to many opinions. Don’t just listen to the loud voice, seek options.
For this week’s Tuesday Reading, we turn to a Harvard Business Review blog post by Linda Hill and Kent Lineback “Better Time Management is Not the Answer”. Hill is the Wallace Brett Donham Professof of Business Administration at the Harvard Business School and Lineback has spent many years as a manager and executive in business and government. They are co-authors of Being the Boss – The 3 Imperatives for Becoming a Great Leader.
Are you up for a challenge? Josh Linkner in a recent Fast Company blog post, “The 5% Creativity Challenge”, challenges each of us to schedule two one-hour thinking sessions each week. Linkner is the author of Disciplined Dreaming - A Proven System to Drive Breakthrough Creativity and CEO and Managing Partner of Detroit Venture Partners.
On March 15,2011 Harvard Business Review's Management Tip of the Day was "Live Your Mission, Don't State It". Two sentences – "A mission statement is an abstraction. An organization on a mission is inspiring." – caught my eye in this summary of Dan Pallotta's HBR blog entry "Do You Have a Mission Statement, or Are You on a Mission?".
Last Saturday, Erik Lundberg, ITLP alum from the University of Washington, found at interesting piece – "Google's Quest to Build a Better Boss" – in the New York Times and sent it to me. Erik noted that "By analyzing data from within its own ranks, Google proves what management practitioners already preach. But then implements it in a way that resonates with technical/engineering types."
Today's reading focuses on building a practice to increase your daily personal effectiveness. The IT Leaders Program emphasizes being intentional and planful with the use of your time. Specifically, we've suggested identifying and formally setting aside regular times to plan your week/day. For example, you might schedule time Sunday evening or on Monday morning to review the coming week to make sure you have reserved time to address your priorities.
To some extent, and more so for some than others, we are all problem solvers. Most of the time we use ad hoc, informal, personal processes to solve problems. And, these often work at the “good enough” level. However, sometimes we miss good solutions, and even fail to identify the problem correctly in the first place.