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Doris Reeves-Lipscomb

How to Conduct a Virtual Meeting - HBR - 0 views

hbr.org/...how-to-conduct-a-virtual-meeti

virtual meetings tips how to hbr Morgan womenslearningstudio

shared by Doris Reeves-Lipscomb on 19 May 15 - No Cached
  • Doris Reeves-Lipscomb on 19 May 15
     
    article by Nick Morgan in HBR in March 2011. 5 tips/assumptions (does not recognize that visual cues could be present in online meeting) 1. Recognize that virtual meetings are suboptimal and plan accordingly. (not for solving disagreements or revving up people) 2. Plan virtual meeting in 10 minute segments (attention span limits) 3. Pause regularly for group input (do not want to keep people on mute to allow them to take care of other chores) 4. Label your emotions, and ask others to do the same ("Lacking visual cues...") 5. Don't neglect the small talk--but use video (video small talk before the meeting with 30 second/1 minute clips of what they're up to) "Virtual meetings will never replace the need for humans to exchange emotional and unconscious non-verbal information through face-to-face exchanges, but they can be made to do for all but the most important purposes."
Doris Reeves-Lipscomb

Improve Your Ability to Learn - HBR - 0 views

hbr.org/...improve-your-ability-to-learn

hbr learning_agility innovating reflection Flaum Winkler womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Jun 15 - No Cached
  • “learning agility”:
  • Flexibility, adaptability and resilience are qualities of leadership that any organization ought to value.
  • Learning agility, by contrast, has until recently been hard to measure and hard to define. It depends on related qualities such as emotional intelligence
  • ...6 more annotations...
  • As a rule, organizations have favored other qualities and attributes – in particular, those that are easy to measure, and those that allow an employee’s development to be tracked in the form of steady, linear progress through a set of well-defined roles and business structures.
  • Innovating:
  • Performing:
  • Reflecting:
  • Risking:
  • learning-agile individuals stand out in particular for their resilience, calm, and ability to remain at ease.
  • Doris Reeves-Lipscomb on 29 Jun 15
     
    great article on learning agility (innovating, performing, reflecting, and risking) by J.P. Flaum and Becky Winkler, HBR, June 8, 2015
Doris Reeves-Lipscomb

There's a Difference Between Cooperation and Collaboration - HBR - 0 views

hbr.org/...op%20of%20Page%20Recirculation

cooperation collaboration hbr Ashkenas blog womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Jun 15 - No Cached
  • To start truly collaborating, here are two steps that you should take: First, consider the goal you’re trying to achieve. Map out the end-to-end work that you think will be needed to get the outcome you want.
  • Second, convene a working session with all of the required collaborators from different areas of the company to review, revise, and make commitments to this collaboration contract.
  • Doris Reeves-Lipscomb on 02 Jun 15
     
    Ron Ashkenas, April 20, 2015, HBR distinguishes between cooperation and collaboration, but not in the way we have come to understand it online. In this case, cooperation is what some managers do when a larger collaboration is underway, but they aren't really committing to true end-to-end product development.
Doris Reeves-Lipscomb

What Losing My Job Taught Me About Leading - Douglas R. Conant - Harvard Business Review - 0 views

blogs.hbr.org/...losing_my_job_taught_me_a.html

leadership conant HBR WLStudio

shared by Doris Reeves-Lipscomb on 26 Mar 13 - No Cached
  • Doris Reeves-Lipscomb on 26 Mar 13
     
    How to stay in the present to connect with those around you by Douglas Conant, March 18, 2013, HBR, former Campbell Soup CEO.
Doris Reeves-Lipscomb

Facilitating Serendipity with Peel-and-Eat Shrimp - Grant McCracken - Harvard Business ... - 0 views

blogs.hbr.org/..._with_peel_and_eat_shrimp.html

McCracken HBR network Wok_and_Wine

shared by Doris Reeves-Lipscomb on 11 Jan 13 - No Cached
  • Doris Reeves-Lipscomb on 11 Jan 13
     
    Best short article on mixing it up in networks and forums to innovate, expand one's thinking, etc. that I have seen. By Grant McCracken, HBR, 1.4.13. Believe this short article has value for personal learning plan/network development. Excerpt: Only the person with several addresses in the conceptual world can hope for serendipity, that extraordinary moment when vexing problems vanish before the approach of deeply unexpected understanding.
Doris Reeves-Lipscomb

You Are (Probably) Wrong About You - Heidi Grant Halvorson - Harvard Business Review - 0 views

blogs.hbr.org/...re_probably_wrong_about_y.html

halvorson HBR blog diagnostics WLStudio

shared by Doris Reeves-Lipscomb on 06 Aug 12 - No Cached
  • Doris Reeves-Lipscomb on 06 Aug 12
     
    blog by Heidi Grant Halvorson on HBR website re: our lack of insight when it comes to analyzing why we do/don't succeed; others know us better, July 30, 2012. See link to free diagnostics to build self-awareness
Doris Reeves-Lipscomb

The Best Leaders Are Insatiable Learners - Bill Taylor - Harvard Business Review - 0 views

blogs.hbr.org/...eaders-are-insatiable-learners

HBR Taylor Gardner learners leaders womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Oct 14 - No Cached
  • Doris Reeves-Lipscomb on 02 Oct 14
     
    Blog post by Bill Taylor, September 5, 2014, HBR Blog Network Cites John Gardner "It was on what he called "Personal Renewal," the urgent need for leaders who wish to make a difference and stay effective to commit themselves to continue learning and growing" He then offered a simple maxim to guide the accomplished leaders in the room. "Be interested," he urged them. "Everyone wants to be interesting, but the vitalizing thing is to be interested…As the proverb says, 'It's what you learn after you know it all that counts.'" What did Spence learn from Collins? "You're only as young as the new things you do," he writes, "the number of 'firsts' in your days and weeks." Ask any educator and they'll agree: We learn the most when we encounter people who are the least like us.
Doris Reeves-Lipscomb

You Need a Community, Not a Network - Brook Manville - Harvard Business Review - 0 views

blogs.hbr.org/...need-a-community-not-a-network

community network HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 22 Oct 14 - No Cached
  • Doris Reeves-Lipscomb on 22 Oct 14
     
    Really good blog post by Brook Manville, 9/5/14, HBR on how the "thin we" becomes the "thick we" excerpt: To borrow language from the philosopher Avishai Margalit, the web is a "thin we" type of network. Participants tend to belong for individualistic reasons. They have little in common with other members, and they're reluctant to do much for the network. A big goal requires a "thick we" network - a community of people who feel responsible for collaborating toward a shared purpose that they see as superseding their individual needs. Members of a community - as opposed to a simple network - expect relationships within the group to continue, and they even hold one another accountable for effort and performance. When networks develop into communities, the results can be powerful. Look at the accomplishments of Wikipedia contributors, open-source software developers who find and fix bugs in Linux, or doctors who help each another with difficult diagnoses as part of the Sermo social network.
Lisa Levinson

Your Company Needs Independent Workers - 2 views

hbr.org/...pany-needs-independent-workers

womenslearningstudio WLStudio company needs independent workers HBR

shared by Lisa Levinson on 30 Nov 15 - No Cached
  • Lisa Levinson on 30 Nov 15
     
    From the Harvard Business Review November 23, 2015 blog by Steve King and Gene Zaino. This article cites some of the studies we have used to illustrate how the "gig economy" of high level contingent workers is called. They cite the Ardent Partners study, Deloitte 2015 study, the McKinsey study on Connecting Talent with Opportunity in the Digital Age study as well as the HBR research. 6.4 million Americans report they provide professional services to corporations, and is growing at 3x the rate of overall employment.
Doris Reeves-Lipscomb

Why Organizations Don't Learn - 0 views

hbr.org/...why-organizations-dont-learn

organizations learning leaders HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Nov 15 - No Cached
  • Biases cause people to focus too much on success, take action too quickly, try too hard to fit in, and depend too much on experts.
  • Challenge #2: A fixed mindset. The psychologist Carol Dweck identified two basic mindsets with which people approach their lives: “fixed” and “growth.” People who have a fixed mindset believe that intelligence and talents are largely a matter of genetics; you either have them or you don’t. They aim to appear smart at all costs and see failure as something to be avoided, fearing it will make them seem incompetent.
  • people who have a growth mindset seek challenges and learning opportunities.
  • ...2 more annotations...
  • A partner at the firm, Karena Strella, and her team believed the answer was individuals’ potential for improvement. After a two-year project that drew on academic research and interviews, they identified four elements that make up potential: curiosity, insight, engagement, and determination.
  • Challenge #4: The attribution bias.
  • Doris Reeves-Lipscomb on 02 Nov 15
     
    great HBR article by Gino and Staat on what organizational leaders need to do to learn and help their employees learn with reflection after doing among other actions. November 2015
Doris Reeves-Lipscomb

Women and Minorities Are Penalized for Promoting Diversity - 0 views

hbr.org/...alized-for-promoting-diversity

diversity inclusion Johnson Hekman HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 28 Mar 16 - No Cached
  • We found clear and consistent evidence that women and ethnic minorities who promote diversity are penalized in terms of how others perceive their competence and effectiveness
  • Doris Reeves-Lipscomb on 28 Mar 16
     
    Fascinating article on research showing that women and minorities may NOT hire from their demographic group without negative consequences in their careers.  Stefanie K. Johnson and David Hekman did the research, HBR
Doris Reeves-Lipscomb

Making Dumb Groups Smarter - HBR - 0 views

hbr.org/...making-dumb-groups-smarter

group dynamics Sunstein Hastie HBR decision womenslearningstudio

shared by Doris Reeves-Lipscomb on 23 Apr 15 - No Cached
  • The key is information aggregation: Different people take note of different “parts,” and if those parts are properly aggregated, they will lead the group to know more (and better) than any individual.
  • informational signals.
  • reputational pressures, which lead people to silence themselves or change their views in order to avoid some penalty—often, merely the disapproval of others.
  • ...8 more annotations...
  • When they make poor or self-destructive decisions, one or more of these problems are usually to blame: Groups do not merely fail to correct the errors of their members; they amplify them. They fall victim to cascade effects, as group members follow the statements and actions of those who spoke or acted first. They become polarized, taking up positions more extreme than those they held before deliberations. They focus on what everybody knows already—and thus don’t take into account critical information that only one or a few people have.
  • Silence the leader.
  • “Prime” critical thinking.
  • Reward group success.
  • Assign roles.
  • Appoint a devil’s advocate.
  • Establish contrarian teams.
  • The Delphi method.
  • Doris Reeves-Lipscomb on 23 Apr 15
     
    interesting article by Cass Sunstein and Reid Hastie, November 4, 2014 on how to help groups make better decisions. Eight suggestions are made: 1. Silence the leader 2. Prime critical thinking 3. Reward group success 5. Assign roles 6. Appoint a devil's advocate 7. Establish contrarian teams 8. Delphi Method
Doris Reeves-Lipscomb

A Brief History of the Power of Pull - HBR - 0 views

hbr.org/...ef-history-of-the-power-o.html

hbr pull Seely_Brown Davison Hagel learning CoPs womenslearningstudio

shared by Doris Reeves-Lipscomb on 12 Jun 15 - No Cached
  • mechanism by which this shift in power from institutions to individuals would take place. We now know that mechanism is pull.
  • Pull allows each of us to find and access people and resources when we need them, while attracting to us the people and resources that are relevant and valuable
  • Employers that fail to provide sufficient professional development opportunities for their employees. These companies will lose their most talented workers to more magnetic organizations that provide better chances for learning and growth.
  • ...3 more annotations...
  • As each of us votes with our feet and allies ourselves with new generations of institutions, we’ll abandon the old ones, leaving them to drift into obsolescence and setting in motion a reshaping of broad arenas of economic and civic life.
  • communities of practice to drive learning and performance improvement. Once again, deep personal relationships were a key to driving capability building. In addition to those essential relationships, it’s key that members of this community represent diverse backgrounds–critical for the creative tension that often arises from confronting different points of view. We’ve found through our years of research and writing that this mix greatly increases the potential for innovation.
  • reinstate the central role of socially embedded practice in driving knowledge creation and performance improvement
  • Doris Reeves-Lipscomb on 12 Jun 15
     
    Wonderful explanation of the power of pull and its exploration in books written by John Hagel III, John Seely Brown (Social Life of Information author among many other foundational books), and Lang Davison (former director of Deloitte Center for the Edge and editor-in-chief of the McKinsey Quarterly). Endorses community of practice and "socially embedded practice in driving knowledge creation and performance improvement." From April 9, 2010
Doris Reeves-Lipscomb

How to Give Tough Feedback That Helps People Grow - 0 views

hbr.org/...eedback-that-helps-people-grow

feedback Valcour coaching womenslearningstudio

shared by Doris Reeves-Lipscomb on 17 Aug 15 - No Cached
  • The difference in the two feedback sessions illustrated above boils down to coaching, which deepens self-awareness and catalyzes growth, versus reprimanding, which sparks self-protection and avoidance of responsibility. To summarize, powerful, high-impact feedback conversations share the following elements:
  • An intention to help the employee grow, rather than to show him he was wrong.
  • Giving developmental feedback that sparks growth is a critical challenge to master,
  • Doris Reeves-Lipscomb on 17 Aug 15
     
    nice article by Monique Valcour, HBR, 8.11.2015
Doris Reeves-Lipscomb

Leading People When They Know More than You Do - HBR - 0 views

hbr.org/...hen-they-know-more-than-you-do

leading leadership presence HBR womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Jun 15 - No Cached
  • 2) Add value by enabling things to happen, not by doing the work
  • 2) Add value by enabling things to happen, not by doing the work
  • 1) Focus on relationships, not facts
  • ...1 more annotation...
  • Your old style of management, which I call “specialist management”, depended on expertise. You need to put that behind you and adopt a new style of management: the generalist style.
  • Doris Reeves-Lipscomb on 29 Jun 15
     
    how to move from specialist leader role to generalist leader role by Wanda T. Wallace, and David Creelman, June 18, 2015. One recommendation is to develop executive leadership presence--the confident physical demeanor that LeanIn also emphasized. In other words, confidence before competence.
Doris Reeves-Lipscomb

Why Excom Meetings Are the Wrong Place to Make Decisions - HBR - 0 views

hbr.org/...-wrong-place-to-make-decisions

hbr meetings decision discussion agenda questions womenslearningstudio

shared by Doris Reeves-Lipscomb on 08 Jul 15 - No Cached
  • Doris Reeves-Lipscomb on 08 Jul 15
     
    Good article on why decisions may or even should not be made in meetings. "Further advantages of turning agenda items into questions include: Clarifying expected outcomes and thus avoiding discussions that run on because there is no defined end; Keeping participants alert during presentations because they're expected to respond; Helping presenters focus on what is essential and leave out unnecessary detail that waste everyone's time; Ensuring a given topic is necessary. "
Doris Reeves-Lipscomb

The Rise of the New Contract Worker - HBR - 0 views

hbr.org/...ise-of-the-new-contract-worker

hbr contract worker Erickson womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Jun 15 - No Cached
  • Cost flexibility:
  • Speed and agility:
  • A boost to innovation:
  • ...1 more annotation...
  • Contingent workers bring unique experiences, fresh thinking, and new approaches to problem-solving. Today, the growing contingent workforce provides opportunities for talent-hungry corporations.
  • Doris Reeves-Lipscomb on 02 Jun 15
     
    Tammy Erickson, September 7, 2012, writes about why people are choosing a contingent work style and how it benefits them and employers.
Doris Reeves-Lipscomb

Five Ways to Run Better Virtual Meetings - HBR - 0 views

hbr.org/...op%20of%20Page%20Recirculation

meetings hbr virtual multitasking womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Jun 15 - No Cached
  • Use video: This is perhaps the most important rule.
  • Do a “Take 5″: For the first five minutes of a virtual meeting
  • Assign different tasks:
  • ...2 more annotations...
  • Forbid the use of the “mute” function: A
  • Penalize multitaskers:
  • Doris Reeves-Lipscomb on 02 Jun 15
     
    Keith Ferrazzi, May 3, 2012 on running virtual meetings with "use video" as first requirement to reduce multi-tasking.
Lisa Levinson

The Tech Trends You Can't Ignore in 2015 - HBR - 0 views

hbr.org/...trends-you-cant-ignore-in-2015

tech trends hbr block_chain Uber machine learning

shared by Lisa Levinson on 12 Jan 15 - No Cached
  • Lisa Levinson on 12 Jan 15
     
    Harvard Business Review's top trends identified by using 5 questions that determine if these are indeed a trend or not. Top trends for 2015 are: Deep learning (machine learning); Smart virtual personal assistants; Uber's monetization of downtime and the offer for those needing employment to work. Uber-like businesses such as grocery delivery, massage services, dry cleaning and laundry, etc. will take off; Oversight for Algorithms - ethics of how algorithms can be used especially when programmers add subjective judgments to algorithms causing false answers; Data privacy - dealing with ongoing breaches. The public does not blame hackers but blames business for not taking measures to combat hackers; Block chain technology is a transactional database that is shared by everyone participating in bitcoin's digital system. Block chain systems may become a universal platform for anything needing a signature or authentication.
  • Lisa Levinson on 12 Jan 15
     
    Harvard Business Review's top trends identified by using 5 questions that determine if these are indeed a trend or not. Top trends for 2015 are: Deep learning (machine learning); Smart virtual personal assistants; Uber's monetization of downtime and the offer for those needing employment to work. Uber-like businesses such as grocery delivery, massage services, dry cleaning and laundry, etc. will take off; Oversight for Algorithms - ethics of how algorithms can be used especially when programmers add subjective judgments to algorithms causing false answers; Data privacy - dealing with ongoing breaches. The public does not blame hackers but blames business for not taking measures to combat hackers; Block chain technology is a transactional database that is shared by everyone participating in bitcoin's digital system. Block chain systems may become a universal platform for anything needing a signature or authentication. 
Doris Reeves-Lipscomb

Win at Workplace Conflict - HBR - 0 views

hbr.org/...win-at-workplace-conflict

workplace conflict hbr Pfeffer womenslearningstudio

shared by Doris Reeves-Lipscomb on 01 Apr 15 - No Cached
  • 1. Stay focused on the most essential objectives.
  • 2. Don’t fight over things that don’t matter.
  • 3. Build an empathetic understanding of others’ points of view.
  • ...2 more annotations...
  • 4. Adhere to the old adage: keep your friends close, and your enemies closer.
  • 5. Use humor to defuse difficult situations.
  • Doris Reeves-Lipscomb on 01 Apr 15
     
    five points on managing workplace conflict, Jeffrey Pfeffer, May 29, 2014.
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