Many leaders spend many late nights in the office, sacrifice their own resources, etc. all to increase the likelihood of success. Sometimes this comes at the expense of people’s health, their families, and their sanity.
Most of us have experienced team members taking the discussion at a meeting off-track. It could be to a topic not on the team leader’s agenda, either the written one or the one in only the lead’s head. Or, it could be to an aspect of a topic on the agenda that has already been addressed, etc. The Tuesday Reading today, ”Dealing with Team Members Who Are ‘Off-Track’“ <
It’s hard to be a good judge of people. Because it’s hard we often, almost exclusively, depend on extrinsic markers academic scores, results in previous jobs, job titles, salary, etc. We can also add extrinsic measures from social media – how many friends of Facebook, followers on Twitter, or who we know in common on LinkedIn.
Colin Shaw, CEO, Beyond Philosophy, a customer experience consultancy, shares insight on how to be sucessful.
Shaw notes that in his work life he has had some “great managers and some real idiots” and that he could learn from both. The good managers he copied and he did just the opposite of what the idiots did.
In his essay he provides six pieces of advice:
In “Forget The Mission Statement: What’s Your Mission Question?”, Warren Berger challenges us to consider responding to a set of mission questions instead of writing a mission statement that is so general it can apply to almost anything. He argues that mission questions provide a reality check on whether you are staying true to what you stand for and aspire to achieve.
A key theme of the 2013 MOR IT Leaders Conference was that we are entering a time when disruptive change is the norm. Given that change will happen whether one participates or not, those who actively resist it will hinder their organizations’ progress and imperil their careers. For the conference participants, the message was clear: It is time to focus on the big picture and be sure that you and your unit are doing the right things for the future of the University and its students. It is time to develop the individual skills you need to ensure success for you and your university.
It is a fundamental principle that leadership in today’s higher education environment must be collective, concurrent, and collaborative. To make that happen, campuses need to create, nurture, and sustain communities in which leaders at all levels can be successful. On day three of the 2013 MOR IT Leaders conference, the morning session focused on building and sustaining leadership communities. Stanford University, the University of Iowa, and the University of Minnesota each described their approach to building these vitally important community environments.
Sarah Le Roy, vice president of Talent at Linkage is the author of today’s Tuesday Reading, “Share Your Leadership Vision One Shell at a Time” <http://mylinkage.com/blog/sharpen-your-leadership-vision/>. In the essay she tells the story of “shelling” with her eight year-old daughter. As they walked along the beach, Le Roy noted (to herself) that she consistently found better shells than her daughter.
All of this year’s conference attendees and all MOR staff members were invited to complete a personal assessment tool called the Strength Deployment Inventory, or SDI for short. It was a wonderful opportunity to reflect on the sometimes messy business of engaging with other people who *gasp!* don’t see things exactly as we do. Susan Washburn, SDI certified MOR coach and workshop leader, managed the process and guided us all in interpreting the results.
Todays Reading, “Leadership Reflections from a ‘Motorbike,’” Part 2 continues IT•LP reflection written by Michelle Reynolds, alumnus of IT•LP 2012 and Assistant Director for Central IT Support at Cornell.
Last week Michelle led us to reflect on her first five rules:
• Stay alert
• Be conscientious of the neighborhood
• Visibility is important
• Everyone can see things differently