Moving is one of the most stressful experiences. Packing, cleaning, planning, arguing, worrying, and rethinking just about everything in our daily routine … no thank you.
Do you have one?
We’ve all encountered them. The one, or two, or more bad apples on our teams who have little or nothing positive to say about anything, regularly upset and disrupt others, and make work miserable for everyone.
Today’s Tuesday Reading, “Don’t waste your time looking back. You’re not going that way,” is an essay by Mark (Bo) Connell, Assistant Dean for Hospital Operations, Texas A&M University, College of Veterinary Medicine & Biomedical Sciences, Texas Veterinary Medical Center. It first appeared earlier this year as a leaders program reflection.
Do You Have One?
Career limiting habits (CLHs) are habits, repeated behaviors that keep us from greater success or enjoyment in our careers. And, really, in all aspects of our life. Research has shown that most of us are aware of our career limiting habits but have not made much progress in addressing them. Why? Partly because it is really hard, partly because we don’t understand the cause, and partly because the cure we select doesn’t address the real cause.
There are informal leaders in every organization. These are the people in the organization who, without formal title or authority, get things done, and done well, show others how to do them, and have a large network interconnecting many people in a variety of teams and organizations across the entire organization. Often we do not even know who these people are nor recognize their importance in our organization’s success or understand the breadth of their networks.
Leaders in Higher Education walk a tightrope every day.
Financial pressures have sustained while expectations and demands for return on investment have continued to increase. The pace of change has accelerated and will not stop. Market conditions have spurred new innovation and competition at the edges, some of which might be considered unwelcome.
What's the difference?
Someone asked the other day, “What do you think?” and I wondered, is this a time to coach or a time to mentor? In our interactions everyday we may have the choice to adopt one approach over the other. Yet we need to be able to make the distinction between coaching in contrast to mentoring. When is coaching the better path; when would mentoring be a better option?
I suspect that you, like me, must answer “yes.” From a neuroscience perspective, our brains are constantly, subconsciously scanning the world around us seeking to identify and examine “events” of note – for example, the school bus that went down my street this morning at