- When the mind is braced by the weighty expectations of a prepared work, the page of whatever book we read, becomes luminous with manifold allusion. Every sentence is doubly significant; the sense of our author is as broad as the world. There is creative reading as well as creative writing. ~~ Ralph Waldo Emerson Journals and Miscellaneous Notebooks 5:233
- Guidance on unpaid school lunches
- What to Do When You Can’t Control Your Stress
- How to Build Trust if Your Boss Doesn’t
- The Value of the Product Backlog
- Resolve in Style
- Root Out Dysfunction in the Boardroom
- What To Do When Your Co-Worker is Driving You Nuts
- Big Data – More Headache Than Elixir
- Six Ways to Deal with Messy People
- Five Secrets to Escaping the Past
- Telling a story with your data
- Can you tell me a story?
- Costs of Misclassifying Employees as Independent Contractors Continue to Rise as the IRS Cracks Down
- If You Are Holding People Accountable, Something Is Wrong (And it isn’t what you think.)
- Five Beliefs that Erode Workplace Motivation, Part 2
- If You Cannot Measure It …Five beliefs that erode workplace motivation (Part 5)
- The Reality about What Really Matters at Work
- We already do Scrum, but what is this thing called Kanban?
- Bonny Eagle Robotics Team step ahead in national competition
- Which is Better? A Budget with “Challenge” or a Budget with “Reserve”?
- More on Delegation: Micro-management and “Hands-On” Management Style
- On Leadership and Agile Thinking
- The Paralysis of Analysis
- How to Give Negative Feedback without Sounding like a Jackass
- Get Rid of Performance Reviews!!!
- Something Better than Results
- How to Spot and Overcome Manipulation
- On Leadership and The Attitudes for Success
- On Leadership and Personal, Business and Organizational Agility
- 1:1 iPads and Student Centered Classrooms
- Trust versus CYA
- The Meaning of Trust
- The Scourge of the Zombie Employee
- It’s Faux Trust
- Reign of Error: Diane Ravitch in Philadelphia
- Results vs. Relationships – Finding Your Balance on the Leadership Seesaw
- Enjoy The Experience
- Breaking Bad Habits
- The Problem of Potential Problems
- I will not ally with the Right Wing.
- Why Do Good People Underperform?
- Reader: Did Tony Bennett Follow Michelle Rhee’s Footsteps
- Video: Governor Jeb Bush Outlines Vision for Quality 21st Century Education System
- Another of Jeb Bush’s “Chiefs for Change” Steps Down
- Leaders: The Art of Giving Feedback
Blogs I Follow
- The Mongo Dba
- The art of lean management
- HBR Blog Network - Harvard Business Review
- Agile Me This!
- The School Solutions Group
- Musings on Effective Management
- Confessions of a Change Agent
- Project Management in Practice
- Street Smart Leader
- Out of the Bluestocking
- Post it Notes from my Idiot Boss
- The Midnight Station
- Education to Save the World
- Will's Blog
- Blanchard LeaderChat
- School Finance 101
- User Friendly
- Three Hundred Words
- Non-Profits Talk
- Thinking in the Deep End
- Opine I will
- Educational Leadership in the 21st Century
- infinite pie
- the Maine HR Cafe
- ECRM HR Counselor's Corner
- Life Experiences in the form of Stories
- The Professor's Analysis
- Educhatter's Blog
- the art of teamwork
- Workplace Psychology
- Rise Performance Group
- The Organized Executive's Blog
- Process Inc. Consulting
- Leader Impact
- The Reflective Leader
- Make The Connections
- Marilyn's Workplace Blog
- Larry Cuban on School Reform and Classroom Practice
- MRSC Insight
- Leadership Musings of a Skeptical Positivist
Originally posted on HBR Blog Network - Harvard Business Review:
Everyone can relate to a day at work that just starts off on the wrong foot. Perhaps you have just had an argument with a spouse or loved one, or you’re late for an appointment even though you had a million reminders in your schedule, or your inbox contains e-mail after e-mail with what seem like impossible demands. These days can feel really long, and before you know it, the smile is wiped off your face, and you dread your next customer or colleague-facing interaction. In fact, you become filled with anxiety at the thought of your next appointment, and you realize that you have to get your act together.
At first glance, this seems easy. Why not just refocus on positive things? Or, even better, try to reframe. “This day won’t last forever,” you think. Didn’t somebody tell you recently that you do have control over your thoughts when you are anxious or expecting the worst? Then how come this simply doesn’t feel easy when it is one of those days?
A recent study in Proceedings of the National Academy of Sciences by Raio and colleagues (September, 2013) explains why, when your stresses build up, it becomes more difficult to get your anxiety under control. In a well-designed experiment, investigators found that people who had acquired a conditioned fear response (think Pavlov, or if that’s too obscure, think of “boss-panic” or “board meeting-freeze”) were able to suppress these associations and calm themselves down only if they did not enter the situation under stress. If they were already under stress however, this threw the “fight or flight” system off, and controlling their thoughts was much more difficult.
In my work with leaders who are trying to build higher trust within their organizations, I often hear mid-managers say, “I really want to build trust, but my boss seems intent on doing things that destroy trust almost daily. How can I be more effective at building trust in my arena when the environment I am working in doesn’t support it?”
This is an interesting conundrum, and yet it is not a hopeless situation. Here are six tips that can help:
1. Recognize you are not alone. Nearly every company today is under extreme pressure, reorganizations and other unpopular actions are common.
There are ways to build and maintain trust, even in draconian times, but the leaders need to be highly skilled and transparent.
Originally posted on Ullizee:
Scrum is a light-weight framework with a minimal set of rules. The rules help people to empirically make the most out of every single day of creating software products. Next to 3 roles and 5 events, Scrum requires no more than 3 artefacts:
- Product Backlog
- Sprint Backlog
- Increment (Potentially Shippable -)
Product Backlog holds desirements
It is often said that the Product Backlog must capture all requirements. However, the Product Backlog is not a replacement for the old requirements list. This would limit it to a new name for an old habit. The value of the Product Backlog lies not in precision, in detail or in perfection, like the requirements lists pretended.
Originally posted on HRDQ's Official Blog:
Happy New Year, Everybody! Have you made your resolution yet? Neither have I. Let’s do it together – and make it count.
The HRDQ Style Model is an accurate and accessible model of personality style, based on an individual’s levels of assertiveness and expressiveness. It defines four styles (Direct, Spirited, Systematic, and Considerate), that describe sets of natural behavioral tendencies.
Originally posted on HBR Blog Network - Harvard Business Review:
Almost all directors look promising before they enter the boardroom, but not all perform equally well once inside. Sometimes a prince in other realms can even turn into a petty gabber at the table, the very opposite of what English novelist George Eliot had championed: “Blessed is the man who having nothing to say abstains from giving wordy evidence of the fact.”
Consider the case of director Frank Whyte (as we’ll call him): “You show a 3 percent increase in productivity,” Whyte snapped at the executive vice president of the largest division of a very successful consumer-goods company and likely CEO successor. The executive was in the middle of a routine presentation to the board. “You’re sandbagging,” barked the director. “You ought to have at least 6 percent.”
The chief executive and the rest of the board rolled their eyes, but no one intervened to rescue the highly regarded but now hapless executive. Their mad-dog colleague was off on one of his rants. Not surprisingly, executives at the company hated making presentations at board meetings. Whyte kept them on the defensive by peppering them with personal opinions and demanding lofty goals that could not be met. He never listened, executives complained. He never asked questions or made constructive suggestions. He just declared, an intimidating tone implying he knew others were wrong, whatever their clarification or explanation. And he always delved into minutia.
Originally posted on Edgyangel:
I’ve been coaching people in the workplace for 14 years now. And as a workplace coach I get the opportunity to listen to a lot of stories of frustration and woe. Invariably these stories are about conflict that my client is having with another person they work with. And of course, it’s always the fault of the other insensitive, inconsiderate, incompetent—or any other in-word that you’d prefer. Of course as a good coach should do, I always listen carefully to the story. And then comes the expectant pause in which I am expected to utter pearls of wisdom. And I do—naturally.
Originally posted on Workplace Psychology:
Photo Credit: Flickr
In the past two years, I have ended the year writing about different charities. In 2011, I wrote about charity: water, and in 2012, I talked about Room to Read. This year, I want to do something different. I’m going to share a few brief observations I’ve made about one topic that came up in 2013.