I have worked with people who seemed to think their authority came from keeping the rest of us in the dark. They told us only what they thought we needed to know. They withheld information that would have helped us do a better job.
Via Ryan Hines
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"Are you an auditory learner or a visual learner? If you answered, "yes," you'd be right. In fact, they don’t really exist. That's because we use all our senses to learn and process information. Our reliance on the theories of learning styles to explain our success or failure of understanding certain information is actually more about serving our human need to put things into categories – combined with our need to explain things when they don’t work. Identifying with a specific category of learning style allows us to sit back in our comfort zone and never break the boundaries that restrict us. Learning is hard and inherently requires a certain amount of discomfort. We all need to flex our brain muscles a bit when we’re learning something and take advantage of our ability to learn in different ways. We can all learn via different modalities, though we may have a preference of one over another." | via KUT.org
Via Todd Reimer
In response to an argument McKinsey made for why leadership development programs fail, we made two cases for how they succeed: when they set and communicate realistic expectations , and when they are built on solid, empirical research foundations .
Via Riaz Khan
In a new book, leadership expert Ira Chaleff argues teaching employees to disobey orders is an essential management safeguard. Rather, we can short-circuit the ingrained habit of employees to automatically obey orders by teaching them to follow a formula that Chaleff distills as: Understand the mission of the organization, the goals of your activities, and the values that are supposed to govern how you achieve those goals;
If you receive an order that seems to violate the mission, goals, or values, ask for clarification. Then, further evaluate the order to determine the source of the problem (whether it involves safety, legality, morality, etc.); Consciously decide whether to obey the order or whether to resist it and offer an acceptable alternative if possible; and Assume personal accountability for whichever choice you make.
Via Bonnie Hohhof
John Hattie developed a way of ranking various influences in different meta-analyses according to their effect sizes. In his ground-breaking study “Visible Learning” he ranked those influences which are related to learning outcomes from very positive effects to very negative effects on student achievement. Hattie found that the average effect size of all the interventions he studied was 0.40. Therefore he decided to judge the success of influences relative to this ‘hinge point’, in order to find an answer to the question “What works best in education?”
Work down the list. Get to know the "influences" (approaches, strategies, practices, interventions) if you don't know them.
CompetencyWorks is an online resource dedicated to providing information and knowledge about competency education in the K-12 education system. Drawing on lessons learned by innovators and early adopters, CompetencyWorks shares original research, knowledge and a variety of perspectives through an informative blog with practitioner knowledge, policy advancements, papers on emerging issues and a wiki with resources curated from across the field. CompetencyWorks also offers a blog on competency education in higher education so that the sectors can learn from each other and begin to align systems across K-12, higher education and the workplace.
I have to be honest here, setting up and optimizing a LinkedIn profile takes time. This is not going to be a "Clean Up Your LinkedIn Profile In 5 Minutes" kind of post. So while it will only take a few minutes for you and I to run through these suggestions, be prepared to spend a considerably greater amount of time actually implementing some of them. Fortunately, once done, you can relax, have a glass of wine, and just pop back into your profile every few weeks or months to make a couple updates.
Before we jump into these recommendations, let me make one more point perfectly clear. These are not necessarily recommendations for the perfect LinkedIn profile if you're looking for a job. I am writing this from my own perspective, as someone who is using their LinkedIn profile to connect with influencers, partners or prospects. I already have a business and I am counting on LinkedIn to help me grow that business and reach more of their nearly 200 million active monthly users....
Via Jeff Domansky
Have you been trying to use LinkedIn to promote your business, only to be frustrated by the network's focus on resumes and jobs? Learn how to optimize your LinkedIn profile for success.
By now, you already know that prolonged sitting is bad for your body. But what exactly goes on when you sit for hours every day? This graphic from the Washington Post explains. The "Sitting Is Killing You" Infographic Shows Just How Bad Prolonged Sitting Is The "Sitting Is Killing You" Infographic Shows Just How Bad Prolonged Sitting Is The "Sitting Is Killing You" Infographic Sitting is killing you. Numerous studies have pointed to the health risks of sitting all day, but… Read more Read more
Via Mark E. Deschaine, PhD
Here’s a checklist you can use to help guide you through each pay period, month and calendar quarter. Since year-end is a long and arduous process, you should jot down your year-end procedures as you complete them, and add them to this checklist. That will make your next year-end a snap.
Jeffrey Pfeffer is used to being accused of cynicism. The popular course he teaches at Stanford’s Graduate School of Business is called The Paths to Power.
"Prof Pfeffer has carved out a name for himself by analysing power structures not on the basis of how everybody feels organisations should be but on how the evidence suggests they are. He is, for example, unconvinced by the idea that most organisations can operate without hierarchy."
25% of organisations report their leaders are not VUCA-capable.
Via Don Dea
We’ve all seen and heard him. He’s at a party, telling dirty jokes and talking about his weekend in Reno with a pair of strippers — twins! Or he’s having a very personal phone conversation, and everyone within shouting distance can hear him. Yes, we’ve all seen him, we’ve all heard him. But could it be that some of us have also actually … been him?
In an excerpt from It Takes More than Casual Fridays and Free Coffee, Diane K. Adams shows you how to ease the pain of the firing process.
Great movie that explores this issue: The Secret Life of Walter Mitty with Ben Stiller (https://en.wikipedia.org/wiki/The_Secret_Life_of_Walter_Mitty_(2013_film).
Rely less on interviews and more on work samples—actual examples of job-relevant tasks that applicants have done. It might be a report they created, a presentation they delivered, or a software program they wrote. It could be customer satisfaction, employee retention rates, or patents filed. When data on past performance aren’t available, create simulations. If you’re hiring salespeople, ask them to sell you something. If you’re looking for people who can thrive under pressure, put them in a stressful situation and see how they respond. If you want leaders, challenge them to create a vision and mobilize a group of strangers to follow them.
We can do more of this. Many school districts require lessons taught to a class, for example.
Francis’s words cast in sharp relief the nuttiness of this no-apology obsession.
This article explores an issue I've been curious about. How does diplomacy and negotiations work with countries and other societies (organizations) that have existed for a long time? My main question has to do with history and culture versus their contemporary needs and interests. Who is the organization (society): its past leadership and actions or its present leadership and needs?
At the individual level, we are taught not to take responsibility for someone else's actions. How can you be sincere about being apologetic? It seems like a customer service tactic.
However, when a family member does something wrong, don't you feel the need to apologize for that person--especially, if it's a son or daughter--but can also extend to actions of a spouse?
Are we doing a disservice to individuals and leaders by holding them accountable for actions of others? Previous leaders? Previous economic situations? different eras? We might often state "If I knew then what I know now..." things would be different or would have gone differently. There is a sense that we could somehow do better with more information, yet look at the criticism of world leaders who regularly meet with committees and advisers and intelligence. Each nation's economy has changed from the past, each nation has its crimes against humanity, its genocidal history, its issues with poverty and starvation. Each nation also stages struggles between its leaders and the business classes and the impoverished. Instant information access has transformed politics everywhere.
So, why are we still looking for apologies from people who weren't responsible for the insult(s)? Why do I suddenly want to know more about psychodrama? And more importantly, why are these apologies (sometimes) so powerful, cathartic? Why does acknowledgement of past wrongs, committed by an organization they weren't leading, mean anything?
This article suggests that there is something more going on. One, it's a sign that with the acknowledgement of past wrongdoings, a new era is beginning. It's like saying, yes, we did this due to bad policy and even worse decision making, but take this as a break from the past. We have a new approach and new philosophy. We are rebranding, so to speak.
So many implications...
Your organization could use a bigger dose of creativity. Here’s what to do about it.
If you’re trying to enhance creativity…
…remember that you are not the sole fount of ideas.
Be the appreciative audience.
Ask the inspiring questions.
Allow ideas to bubble up from the workforce.
Combat the lone inventor myth.
Define “superstar” as someone who helps others succeed.
Use “coordination totems”—metaphors, analogies, and stories—to help teams conceptualize together.
Get people with different backgrounds and expertise to work together.
Encourage individuals to gain diverse experiences that will increase their creativity.
Open up the organization to outside creative contributors.
…map the stages of creativity and tend to their different needs.
Avoid process management in the fuzzy front end.
Provide sufficient time and resources for exploration.
Manage the handoff to commercialization.
…accept the inevitability and utility of failure.
Create psychological safety to maximize learning from failure.
Recognize the different kinds of failure and how they can be useful.
Create good mechanisms for filtering ideas and killing dead-end projects.
…motivate with intellectual challenge.
Protect the front end from commercial pressure.
Clear paths through the bureaucracy for creative ideas.
Let people do “good work.”
Show the higher purpose of projects whenever possible.
Grant as much independence as possible.
I have seen a number of cases lately where people believe that their personal experience trumps research.
To an extent, I understand this. Your experience is very tangible to you. Research seems distant to your own life. They didn’t test you after all. But here’s the problem. We are not objective observers of our own experience. Kahneman and Tversky wrote a classic book, Judgment Under Uncertainty, showing some of our biases.