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Don't Be Nice; Be Helpful - Peter Bregman - Harvard Business Review - 1 views

blogs.hbr.org/...dont-be-nice-be-helpful.html
shared by Joe Bennett on 17 Mar 11 - No Cached
Scott Bower liked it
  • But she hasn't. And the reason is simple: Laurie is nice.
  • If we don't provide each other with feedback, we won't become aware of our blind spots. Which means that Ron will continue to drone on and, without ever understanding why, lose his audience and his impact.
  • To avoid that kind of ugliness, it's critical not to delay.
  • ...3 more annotations...
  • First, ask permission
  • Second, don't hedge.
  • Third, do it often.
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Learning to Offer Questions, Not Solutions by Connor Shea | Daily Kaizen - 2 views

dailykaizen.org/...s-not-solutions-by-connor-shea
shared by Joe Bennett on 01 Mar 11 - No Cached
  • Joe Bennett on 01 Mar 11
     
    When I ask a question, I lose some control, as all the potential answers can never be known. However, it's only when I let go of controlling the client seeing the world exactly as I do, or learning in the exact sequence I think they should, and instead ask questions to help them begin to see their own world differently, that transformation can occur.
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10 Management Traps - and How to Avoid Them - Jamie Flinchbaugh - 0 views

jamieflinchbaugh.com/...nt-traps-and-how-to-avoid-them
shared by Joe Bennett on 02 May 11 - No Cached
  • Joe Bennett on 02 May 11
     
    Ten management traps and how to avoid them.
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Stealing Monkeys | Lean Six Sigma Academy - 2 views

lssacademy.com/...stealing-monkeys
shared by Joe Bennett on 16 Feb 11 - No Cached
  • Joe Bennett on 16 Feb 11
     
    The problem is by simply removing the monkey from their back the employee learns nothing which is one of the most important jobs of a leader - to teach. So, the morale of the story is this… when someone comes to you with a problem don't steal their monkey.
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Goal Setting: The Art of Stretch Targets - Video - Harvard Business Review - 0 views

blogs.hbr.org/...setting-the-art-of-stretc.html
shared by Joe Bennett on 16 Feb 11 - No Cached
  • Joe Bennett on 16 Feb 11
     
    May be a good video for our group to watch.
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Authentic Leadership Can Be Bad Leadership - Deborah Gruenfeld and Lauren Zander - The ... - 1 views

blogs.hbr.org/...ntic_leadership_can_be_ba.html
shared by Joe Bennett on 04 Feb 11 - No Cached
  • Joe Bennett on 04 Feb 11
     
    Most people can agree that authenticity is of great value. We'd rather be - or follow - a leader who is for real than one who is faking it. Acting in a way that feels truthful, candid, and connected to who you really are is important, and is a leadership quality worth aspiring to.
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The Four Capacities Every Great Leader Needs (And Very Few Have) - Tony Schwartz - Harv... - 1 views

blogs.hbr.org/...our-capacities-every-grea.html
shared by Joe Bennett on 27 Jan 11 - No Cached
  • nstead, I simply invested myself in getting better, day by day, step by step. Because we can achieve excellence in almost anything we practice with sufficient focus and intention, I did get better, which fed my own confidence and satisfaction, and my willingness to keep pushing myself.
  • Great leaders understand that how they make people feel, day in and day out, has a profound influence on how they perform.
  • Part of that responsibility is defining, in the clearest possible way, what's expected of us — our concrete deliverables. This is a time-consuming and challenging process, and most leaders I've met do very little of it. When they do it effectively, the next step for leaders is to get out of the way.
  • ...1 more annotation...
  • Great leaders don't feel the need to be right, or to be perfect, because they've learned to value themselves in spite of shortcomings they freely acknowledge. In turn, they bring this generous spirit to those they lead.
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Gossip Kills Possibility - Dan Pallotta - Harvard Business Review - 0 views

blogs.hbr.org/...gossip-kills-possibility.html
shared by Joe Bennett on 27 Jan 11 - No Cached
  • We end up working harder to undermine our fellow workers than we work to make the business work out in the market place. Competitors couldn't possibly thwart the possibility of our success to the degree we thwart it ourselves.
  • The gossip becomes self-fulfilling prophecy. When managers bad-mouth production staffers behind their backs, they cannot possibly lead effectively. You cannot lead from a position of dishonesty, no matter how many books on leadership you read. Honesty is the essence of leadership.
  • You can't simply outlaw gossip unilaterally, for instance. You have to get the whole organization to want to outlaw it, and then to nurture a culture in which it is unwelcome.
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