Submitted by Jim Bruce on
Today’s reading is a Matt Richtel piece “Growing Up Digital, Wired fro Distraction” which first appeared in the New York Times on November 21, 2010.
This piece caught my attention for three reasons:
Submitted by Jim Bruce on
Some people seem to be born full of confidence, while others have difficulty speaking up about their ideas. Is confidence, then, something you are born with and therefore that those of us less gifted, just have to muddle through?
Submitted by Jim Bruce on
Today’s Reading, “How to Handle Surprise Criticism”, focuses on feedback that comes as a surprise, even as a shock, from out of nowhere, about an issue you haven’t even perceived.
In this piece, Peter Bergman, speaker, writer, and consultant on leadership, says that to take such surprise criticism productively, you need a game plan. He goes on to say that as you listen and your adrenaline begins to flow, you need to pause, take a deep breath, and:
Submitted by Jim Bruce on
Six months ago, Robert Sutton, Professor of Management Science at Stanford University and author of a new book, Good Boss, Bad Boss, had a blog entry “12 Things Good Bosses Believe. ” You can find that entry at <http://blogs.hbr.org/cs/2010/05/12_things_that_good_bosses_bel.html>.
Submitted by Jim Bruce on
Today’s reading is “The Four Capacities Every Great Leader Needs (and Very Few Have)” <http://bit.ly/beWaWF> by Tony Schwartz, CEO of The Energy Project, a company that helps individuals and organizations fuel energy, engagement, focus, and productivity by harnessing the science of high performance. This entry appeared in FastCompany’s Expert Blog on October 15, 2010. (It and other blog entries by Tony Schwartz can also be found at <http://www.tonyschwartz.com/blog.php>.)
Submitted by Jim Bruce on
Today’s reading, “Getting to the Heart of a Disagreement – and Resolving It,” is from Roger Schwarz’s Fundamental Change Newsletter and is found below.
Disagreements are natural and inevitable, and their resolution is often crucial to moving forward. So, how do you resolve them? Do you focus on developing common ground? Do you try to minimize the differences? Do you compromise hoping that the disagreement will go away?
Submitted by Jim Bruce on
Today’s reading, “Introverts: The best Leaders for Proactive Employees", is a piece by Carmen Nobel that appeared in a recent issue of the HBS Working Knowledge newsletter. The article reports on the research of Francesca Gino, associate professor in the negotiations, organizations, and markets unit at the Harvard Business School.
Submitted by Jim Bruce on
Yesterday, EDUCAUSE released its 2010 study of undergraduate students and information technology.
Submitted by Jim Bruce on
Tony Schwarts, CEO of the Energy Project, says a lot in this short piece “Six Ways to Supercharge Your Productivity”. His key point is that as a result of the digital demands of the world we now inhabit, we are in danger of undertaking more and more tasks and creating less and less real value.
He suggests six practical behaviors – all of which you’ve heard before – which if adopted will increase the value of what you do:
Submitted by Jim Bruce on
I came across today's reading, "Leaders Develop Daily, Not in a Day", last week in John Maxwell's GIANT Impact newsletter. Maxwell is an internationally know writer -- over 19 million books sold -- and speaker on leadership.
His's thesis in this piece is very straightforward: "Unless we set aside time to grow into the person we desire to be, we will not reach our potential." Leaders need to commit themselves to the process of growth, if indeed they want to develop as leaders.
