benjamin.a.gill on Narro: Recent Episodes
benjamin.a.gill
In discussions of diversity, equity, and inclusion, the table is frequently used as a symbol of inclusion. Whether by design or default, the table is accepted as a place to ameliorate issues of marginalization, exclusion, neglect, discrimination, and other harms.
https://ssir.org/articles/entry/the_problem_with_tables#
I co-founded Greater Good Studio because I wanted to make a dent in the social issues so evident in our society. In the beginning, I remember being confused by what felt like an extreme focus on our…
https://medium.com/greater-good-studio/unpacking-our-why-627b908f96bd
* Greater Good Studio
* Kate Maitland
* Civic Capital Consulting
* Positive goals
* vision
Leaders are made, not born, and how they develop is critical for organizational change.
https://hbr.org/2005/04/seven-transformations-of-leadership
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* HBR’s 10 Must Reads on Leadership
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* April 2005
* david@harthill.co.uk
* torbert@bc.edu
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We founded Greater Good Studio out of a strong desire to align our work with our values. We knew we wanted to make a positive impact on the world. But exactly what kind of positive impact? And just…
https://medium.com/greater-good-studio/the-gut-check-work-better-and-happier-by-formalizing-your-feelings-fe76a9854c2e
* Greater Good Studio
The pandemic’s mental wounds are still wide open.
https://www.theatlantic.com/health/archive/2021/05/pandemic-trauma-summer/618934/
* a patchwork fashion
* almost half of the country has received at least one shot
* elsewhere in the world
* Social Distance
* still debate its definition
* watching news coverage of disasters
* others say you can
* Millions of COVID-19 long-haulers
* one study
* will develop PTSD
* omits hundreds of thousands of uncounted deaths
* each death leaves an average of nine close relatives bereaved
* rituals of mourning and loss
* New Yorkers who narrowly missed the 9/11 attacks
* “spared at random” by HIV during the 1980s
* prolonged grief
* more than twice as likely to die from COVID-19 than white Americans
* more likely to have lost loved ones to the disease
* many other Black people by police officers
* a record wildfire season
* insurrection
* Texas power crisis
* Atlanta
* cascading collective traumas
* rate of vaccinations is slowing
* socially vulnerable communities
* India
* psychic numbing
* people who experience successive disasters
* including that of COVID-19
* deeply
* misleading
* and
* always has been
* remember the patients they lost
* morally challenging decisions they had to make
* years of daily rocket fire
* trust in institutions
* political divisions
* Katrina fatigue
* why many Americans are still anxious
* and risk averse
* surprising move
* is more
* debatable
* slow in its assessment of evidence
* confusing in its proclamations
* the U.S.
* weathered decades of eroding social trust
Ahead of her talk at AHRI's convention in August, HRM caught up with Aubrey Blanche to talk about mental health at work and why we need to ditch the concept of 'culture fit'.
https://www.hrmonline.com.au/section/featured/culture-fit/
* how to support employees living with bipolar.
* privilege
* disabilities
* mental health and cognitive diversity
* Normalising discussions around mental health
* policies and frameworks
* having a diversity of experience
* AHRI’s Convention
All organisations want an engaged workforce, but what happens when employee engagement becomes toxic and passion fatigue takes hold?
https://www.hrmonline.com.au/employee-engagement/engagement-passion-fatigue/
* sick
* engagement
* Academy of Management Journal
* workaholism
* burnout
* when your identity becomes enmeshed with your work.
* research
* perfectionists
* introverts
* extroverted
* loneliness or lack of community,
* ‘I quit. I’m leaving tomorrow,’
* HRM’s article on panic working here.
* active listening systems
* people could not talk about their mental health at work,
* undergoing mental health first aid
* Job Analysis and Redesign
Bad meetings are the bane of the corporate world — and yet despite what appears to be an overwhelming consensus that they’re often unnecessary and unproductive, many workplaces continue to struggle to avoid them. In this piece, the authors discuss the psychological pitfalls that lead us to schedule and attend too many meetings, and share strategies to help employees, managers, and organizations overcome those challenges. While there’s no way to completely eliminate the universal human biases that drive these tendencies, a greater awareness of the psychological factors at play can help us all work towards healthier communication norms, more-effective interactions, and cleaner calendars.
https://hbr.org/2021/11/the-psychology-behind-meeting-overload
* stressful
* tiring
* productivity
* quality
* one survey
* rated meetings
* behavioral scientist
* startup
* FOMO
* ideal worker
* proxy for commitment
* inflated
* Clearly communicate
* Research has shown
* model
* Egocentric Bias
* recognizing opportunity costs
* opportunity costs
* $15 million dollars
* this one
* commitment devices
* shows
* Mere Urgency Effect
* inertia
* especially important
* Pluralistic ignorance
Stanford Social Innovation Review www.ssir.org Email: editor@ssir.org Features A Trauma Lens for Systems Change By Patsy Carter & Andrea Blanch Stanfo...
https://static1.squarespace.com/static/5afd9cd9365f026d73136d45/t/5e59a09d0054c8536148cf49/1582932126186/Stanford+Review.pdf
Reprint: R1404B Most people expend a lot of energy at work attempting to hide their inadequacies from colleagues. The authors believe that this is the single biggest cause of wasted resources in nearly every company today. When they went in search of firms where people see their mistakes not as vulnerabilities but as prime opportunities for growth, they found only a handful. Two stood out: Bridgewater Associates, an East Coast investment firm, and the Decurion Corporation, a West Coast real estate manager, cinema operator, and senior living center owner. Both are committed to developing every one of their people by weaving personal growth into daily work—and both are highly successful businesses. The authors spent hundreds of hours observing their practices and interviewing employees at all levels. What they saw was people working together, in meetings, in one-on-one sessions, and in the course of their everyday work, to get at the root causes of problems and devise more-productive ways of doing things. Many companies conduct root cause analysis but stop short of crossing into an employee’s interior world, where so many problems begin—in, for example, a tendency to avoid confrontation, to act before thinking things through, to be overly aggressive if one’s ideas are criticized, and other counterproductive thinking and behavior. At Decurion and Bridgewater, everyone from the CEOs on down to the teenage ushers works on identifying and overcoming these patterns as part of doing the job well.
https://hbr.org/2014/04/making-business-personal
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* Developing employees
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* case on Bridgewater.
* As Dalio puts it,
* April 2014
* Start Course
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* Robert Kegan
* Lisa Lahey
* Andy Fleming
* Way to Grow INC
* An Everyone Culture: Becoming a Deliberately Developmental Organization
* Matthew Miller
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By force of habit, most executives tune down their imagination when strategizing. This is counterproductive, the authors argue. Instead, they offer an alternative: Design fiction. A design technique that immerses executives and employees deeply in various possible futures, it uses artifacts such as short movies, fictitious newspaper articles and imaginary commercials to generate transformation roadmaps. Rooted in the future but helping to act in the present, design fiction results in concrete actions taken to adjust companies’ visions, strategies, and activities to create a better future.
https://hbr.org/2022/06/using-fiction-to-find-your-strategy
* struggle to react to changes
* shaping them proactively
* strategic foresight tools
* The Fifth Element
For the past few years, we’ve been experiencing collective trauma. But trauma is not new in our organizations, and it’s not going away, either. Estimates are that six in 10 men and five in 10 women experience at least one trauma, and approximately 6% of the population will experience PTSD at some point in their lives. As we’ve seen the lines between work and home blur and a fundamental shift in our expectations of the places we work, organizations have struggled to provide the support and leadership that their employees and customers need. That’s why it’s so important that they take steps now to build the cultures that can see them through this crisis and the ones we’ll all inevitably face in the future. To do that, we need to build trauma-informed organizations. A trauma-informed organization is one that operates with an understanding of trauma and its negative effects on the organization’s employees and the communities it serves and works to mitigate those effects. It may not be possible to predict or avoid the next crisis our organizations will face. However, with forethought, planning, and commitment, we can be prepared to meet the next challenge — whatever it may be — and come through it stronger.
https://hbr.org/2022/03/we-need-trauma-informed-workplaces
* skyrocketed
* Estimates
* domestic violence
* sexual assault
* racism
* bias
* harassment
* economic uncertainty
* political division
* affect us all
* Substance Abuse and Mental Health Services Administration
* The same incident can affect different people differently
* Jennifer Freyd
* describes
* failing to act
* Amy Edmondson
* study
* Centers for Disease Control and Prevention
* book
* mentally
* physically
* toxic positivity
* gaslighting
* said
* moral injury
* U.S. Equal Employment Opportunity Commission (EEOC) report
* policy
* here
* it can become contagious
* different expectations
Research shows that survivors of serious injuries, loss of loved ones, and combat more often than not remain psychologically stable, and even experience increased well-being after trauma in the form of posttraumatic growth. The author draws on psychological studies of survivors of 9/11 and the 2004 Madrid bombings to bring lessons to business leaders navigating the current crises of 2020, from the Covid-19 pandemic to racial violence to failing economies. He concludes that two theories will help leaders carry forward: affirming values and emphasizing community.
https://hbr.org/2020/09/dont-just-lead-your-people-through-trauma-help-them-grow
* triple
* surveyed
* shatter our assumptions
* examined
* resilient trajectory
* meta-study
* more sustainable
* encouraged kindness around the world
* galvanized
* surveyed
* purpose
* autonomy
* produces powerful, long-term results
* produce disenchantment
* address racial justice
* beyond bias training
* diversifying top leadership
* supportive community
* surveyed
* restore connection, even at a distance
* support networks
* perform better
It’s not news that organizational transformations are prone to failure. To understand the skills, mindsets, and capabilities behind successful transformations in today’s dynamic environment, EY and Oxford University formed a research collaboration to investigate what it takes to lead a successful transformation. One of the authors’ most important findings is that, in order for transformation to be successful, leaders must approach it in ways designed to mitigate emotional harm to — and drive emotional commitment from — employees. The workforce bears the brunt of failed transformations, and the emotional damage can be substantial as employees lose confidence in leaders and become skeptical of further attempts at transformation. Drawn from their research, the authors present seven ways for leaders to set their transformations up for success by prioritizing their employees’— and their own — emotions.
https://hbr.org/2022/07/organizational-transformation-is-an-emotional-journey
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* research collaboration
* up to a point
* Andrew White
* Michael Smets
* Adam Canwell
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PocketSmith is a personal finance application with cashflow forecasting. Organize your money in a calendar, remember bills, budget for the future and reduce debt.
https://my.pocketsmith.com/connections/89958/authorize?new
* Read more
* create an account
* Forgot your password?
For the fourth year in a row, business has been named the most trusted institution in America. And a recent PwC survey yielded similar results, with 63% of consumers saying they have trust in U.S. companies. But trust is fragile and businesses must manage it as carefully as they do their balance sheets, writes Tim Ryan, U.S. chair of PwC and founder of the Trust Leadership Institute. He details where consumers and business leaders agree on which actions drive trust and offers three takeaways for the business community: 1) It’s time for business to galvanize around trust and transparency; 2) To build trust, leaders must communicate the why behind their decisions; and 3) Leaders need to act with integrity, courage, and vulnerability.
https://hbr.org/2022/02/how-business-can-build-and-maintain-trust
* Edelman’s Trust Barometer
* study
* survey
* many examples
* Purpose Report
* multi-stakeholder approach
Strong teams include diverse perspectives, and healthy working relationships and successful outcomes hinge on honest communication. But there are ways to make sure you “fight right.”
https://www.strategy-business.com/article/Why-Teams-Should-Argue
* Méxicos Posibles
* Cauce Ciudadano
* Pierre Wack
* he said
No longer is a “good culture” good enough to be competitive. Organizations today must find alignment between their corporate strategy and their corporate culture, or risk never fulfilling their competitive advantage.No longer is a “good culture” good enough to be competitive. Organizations today must find alignment between their corporate strategy and their corporate culture, or risk never fulfilling their competitive advantage.
https://academy.nobl.io/strategy-demands-a-deliberately-different-culture/
* corporate strategy, as a process, continues to evolve with the times
* strategic tradeoffs
* happening now at Netflix
© 2022 O'Reilly Media, Inc. All trademarks and registered trademarks appearing on oreilly.com are the property of their respective owners....
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Prof Ralph Stacey's last public exposition of the origins of the perspective entitled complex responsive processes.
https://www.youtube.com/watch?v=wCevq8o-AE4
Trust can be repaired, but it's not easy—and there's no one process for every scenario. We examine different methods for rebuilding relationships with your team based on Nonviolent Communication, Restorative Justice, and other established practices.
https://academy.nobl.io/how-to-rebuild-trust-in-the-workplace/
* how to build trust at work
* teams with high levels of trust experience a range of benefits
* retaliatory actions
* transactional form of trust
* our previous article
* Lewicki and Bunker
* Nonviolent Communication
* Brené Brown
* Restorative Justice
* change is loss
* the checklist of losses
* Amy C. Edmonson
* Nonviolent Communication
* project retrospectives
* user manuals
* go-betweens
* Researchers have found
* researchers have outlined seven steps
When we face a difficult decision, we often unconsciously set expectations — for ourselves and for others — about both the decision-making process and the outcome. Embedded in our expectations are our biases, which are always part of our thinking, so can be very hard to bring to light. To fight bias, the author has created a framework that asks you to consider your decisions from four vantage points: your behavior, your information, your analysis, and the structure, or environment around you as you make your decision.
https://hbr.org/2022/04/make-better-decisions-by-challenging-your-expectations?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM190735
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* Cheryl Strauss Einhorn
* TED talk
* areamethod.com
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The reason teams became so popular in the 1980s is that when they work, they really work. Great teams can generate creative solutions to complex problems as well as rewarding experiences of camaraderie and challenge for employees. Unfortunately, even high-performing teams incur costs. Looking ahead to the post-pandemic future, the authors foresee the stressors managers have faced since the beginning of the crisis continuing to mount, which means it’s time to reassess when and how to use teams in organizations. One solution is to step down from “true teams” to the use of “co-acting groups”: loose confederations of employees who dip in and out of collaborative interactions as a project or initiative unfolds. The authors discuss the upsides and downsides and present several principles for effective co-acting groups.
https://hbr.org/2022/04/do-we-still-need-teams?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM190735
* rose to become the prominent organizational paradigm
* Why Teams Don’t Work
* article
* collaboration overload
* significant effect
* 2022 global study
* increasing their level of hybridity
* especially impaired
* less connected than ever before
* empowering smaller groups to make decisions
* fostering psychological safety
* reducing jobs down to tasks
* past research
Our minds are wired for story. We think in narrative and enjoy consuming content in story form. So understanding the difference between presenting and storytelling is critical to a leader’s ability to engage an audience and move them to action. Unfortunately, presentation software often gets in the way. Slides should be designed to complement a story, not to replace the storyteller. The author presents five storytelling strategies to help you stand out the next time you give a presentation.
https://hbr.org/2022/04/what-the-best-presenters-do-differently?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM190735
* wired for story
* TED Talk
* picture superiority effect
* into a color-coded graphic
* pays attention to novelty
Managers struggle with strategic planning — to the extent that some experts claim that there’s no such thing. Actually, strategic planning is a very useful part of the toolkit, provided you can avoid the stumbling blocks. The key is to recognize that a strategic plan is not a to-do list but rather a set of ideas that you will certainly change. Given that, it’s important to build change into the process. Finally, don’t tie your strategic plan too closely to your budget.
https://hbr.org/2022/04/3-stumbling-blocks-that-get-in-the-way-of-strategic-planning?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM190735
* branded a “big lie.”
* scheduled for a big “fall.”
* Carol Dweck’s ideas
There’s no escaping boring tasks. While we all do our best to fill our personal and professional lives with engaging activities, there are countless menial, yet critical tasks that keep our organizations running — and we only stand to benefit by finding ways to get better at doing them. In this article, the author describes how a concept called tangential immersion can help anyone persevere in a boring task: Through a series of studies with more than 2,000 participants, she and her coauthors found that people often quit boring tasks prematurely because they don’t take up enough of their attention to keep them engaged. As a result, pairing boring work with a secondary task that requires more attention can be an effective strategy to boost engagement and thus persistence. This has implications not only for individuals, but also more managers looking to help their teams stay on track, organizations looking to encourage healthy practices, and product designers looking to improve customer retention.
https://hbr.org/2022/04/research-how-to-power-through-boring-tasks?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM190735
* perseverance
* monitor
* rewards
* more fun
* encourage employees
* gamification strategies
* recent research
* boredom
* work timers
* step challenges
Critical thinking is the ability to analyze and effectively break down an issue in order to make a decision or find a solution. At the heart of critical thinking is the ability to formulate deep, different, and effective questions. For effective questioning, start by holding your hypotheses loosely. Be willing to fundamentally reconsider your initial conclusions — and do so without defensiveness. Second, listen more than you talk through active listening. Third, leave your queries open-ended, and avoid yes-or-no questions. Fourth, consider the counterintuitive to avoid falling into groupthink. Fifth, take the time to stew in a problem, rather than making decisions unnecessarily quickly. Last, ask thoughtful, even difficult, follow-ups.
https://hbr.org/2022/04/critical-thinking-is-about-asking-better-questions?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM189465
* Clayton M. Christensen
* How Will You Measure Your Life
* innovation and disruption
* “hypothesis-driven thinking.”
* Active listening
* override your brain’s “prediction engine”
* Open-ended questions
* groupthink
* Sleep can actually help your brain assimilate a problem and see it more clearly
* a deliberate process often leads to better conclusions
* we often regret them
Q. What connects Bryan Ferry and Cedric Price, dark matter and Hitchcock’s “Macguffin”, Trojan Horses and iPhones, 21st century social contracts and street food, the Brisbane floods and the UK riots…
https://medium.com/dark-matter-and-trojan-horses/dark-matter-and-trojan-horses-a-strategic-design-vocabulary-strelka-press-18551fff3133
* Amazon
* Apple
* Barnes & Noble
* Strelka
* The Great British Bookshop
* Russell Davies
* a review of a talk by writer Neal Stephenson
* dark matter
* Laptops and Looms
* strategic design
* Sitra
* Dark Matter & Trojan Horses: A Strategic Design Vocabulary
* the Strelka Press website
* first book from SDU
* the team
* dark matter
* splendid new e-books series on Strelka Press
* Strelka
* Justin McGuirk
* credit to OK/RM for their graphic design
* Sitra
* Amazon.co.uk
* Amazon.com
* Apple
* Barnes & Noble
* The Great British Bookshop
Nearly every hiring manager has a blind spot that, if left unidentified, can lead to devastating outcomes even within well-planned systems. Over time, the author has identified five common blind spots that corrode recruitment outcomes — and how to correct them. First, they assume they can fix issues they identify in a candidate during the recruitment process. Second, they signal a culture of micromanagement. Third, in attempting to telegraph empathy, they actually signal a lack of professional boundaries. Fourth, they overlook contrarian candidates. Finally, by trying to convey a culture of autonomy, they inadvertently suggest that they’re totally emotionally hands-off.
https://hbr.org/2022/03/5-ways-managers-sabotage-the-hiring-process?cx_testId=6&cx_testVariant=cx_1&cx_artPos=0&cx_experienceId=EXK3YX95ALS3&ab=piano_rightrail_recs#cxrecs_s
* study
* affect-based
* turn
* rooted
* inspire
* Research indicates
* allows
As professionals around the world feel increasingly pressed for time, they’re giving up on things that matter to them. A recent HBR article noted that in surveys, most people “could name several activities, such as pursuing a hobby, that they’d like to have time for.” This is more significant than it may sound, because it isn’t just individuals who are missing out. When people don’t have time for hobbies, businesses pay a price. Hobbies can make employees substantially better at their jobs for three reasons: they reawaken your creativity, give you a fresh perspective, and bolster your confidence.
https://hbr.org/2019/02/why-you-should-work-less-and-spend-more-time-on-hobbies?ab=at_art_art_1x1
* article
* loved
* 72-hour workweek
* in the U.S.
* Germany
* England
* found
* through someone else’s eyes
* creative confidence
* found
* study
* puts employee artwork
* hold talent shows
* on their own hobbies
The pandemic has taken a significant toll on the well-being and energy of so many. Positively energizing leaders are more crucial than ever. Positive relational energy —the energy exchanged between people that helps uplift, enthuse, and renew them — however, is not the superficial demonstration of false positivity, like trying to think happy thoughts or turning a blind eye to the very real stresses and pressures overloaded employees are experiencing. Rather, it is the active demonstration of values. Numerous studies show that positive energizers produce substantially higher levels of engagement, lower turnover, and enhanced feelings of well-being among employees. In organizations, superior shareholder returns occur, and in some studies, outcomes exceeded industry averages in profitability and productivity by a factor of four or more. Here’s what leaders need to know about positive relational energy, which the authors have found to be the most underutilized yet powerful predictor of leadership and organizational success.
https://hbr.org/2022/04/the-best-leaders-have-a-contagious-positive-energy?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM188952
* interviews
* an upcoming book
* leaders are the single most important factor
* accounting for an organization’s performance
* Numerous studies run by our group
* our colleagues
* positive relational energy
* performance
* organization has greater
* performance
* Performance
* research by UC Irvine professor Sarah Pressman
* lengthen our life
* strengthen our immune system
* lower rates of anxiety and depression
* recognition, support, and encouragement
* on positive leadership
Failing to set boundaries early on in a new job is not only exhausting, but it also traps you into high expectations that you need to continually live up to, which can be demoralizing and unsustainable. The author offers strategies on how to set healthy limits in the first days of a new job so that you can balance your own needs and make a good impression in the process: 1) identify what’s driving you, 2) consider the upside, 3) articulate and share your personal preferences, 4) apply your energy strategically, and 5) create and follow through on new habits.
https://hbr.org/2022/04/how-to-set-healthy-boundaries-when-starting-a-new-job?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM188952
* she left her previous job on a positive note
* driving you to self-sabotage
* saying no
* accounts for up to 90% of career success
* fresh start effect
* by up to 95%
Twelve CEOs share the secrets of their business transformation strategy.
https://www.mckinsey.com/business-functions/transformation/our-insights/the-wisdom-of-transformations-how-successful-ceos-think-about-change
* high aspiration
* to build momentum for the long term
* performance infrastructure
* the personal impact
* execution discipline
These high-performing bullies — and the cultures that enable them — are driving women of color to leave their workplaces.
https://hbr.org/2022/04/leaders-stop-rewarding-toxic-rock-stars
* key factors driving women of color to leave their workplaces
* cost U.S. companies almost $50 billion per year
* single biggest predictor of attrition
* link between diversity and better business
* outcomes
* recent book
* research with women of color
* Our research revealed
* A recent survey
* have observed.
* Research
* our PowHER Redefined research
* counsels her clients
* AllVoices
* FaceUp
* HRuprise
* Better Up
* Good Guys: How Men Can Be Better Allies for Women in the Workplace
* more data than ever
Researchers found that it supersedes charisma, influence, power, personality, attractiveness, and genius.
https://hbr.org/2022/04/the-best-leaders-have-a-contagious-positive-energy?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert_notactsubs&deliveryName=DM188169
* interviews
* an upcoming book
* leaders are the single most important factor
* accounting for an organization’s performance
* Numerous studies run by our group
* our colleagues
* positive relational energy
* performance
* organization has greater
* performance
* Performance
* research by UC Irvine professor Sarah Pressman
* lengthen our life
* strengthen our immune system
* lower rates of anxiety and depression
* recognition, support, and encouragement
* on positive leadership
“To me, co-designing basically means partnership — working together,” said Havana Barksdale, a Columbus, OH high school senior. She had just participated as a co-designer with lived experience in a…
https://medium.com/stanford-d-school/integrating-co-designers-with-lived-experience-f8066d9ec02b
Six strategies to help you set boundaries without burning bridges.
https://hbr.org/2022/04/how-to-respond-to-an-unreasonable-request?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM188073
* research
* Research
* declined their request
And get a real answer.
https://hbr.org/2022/04/how-to-ask-whether-an-employee-is-happy-at-work?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM188073
* research
* Research shows
* authentically listening
You can prioritize your needs and make a good impression in the process.
https://hbr.org/2022/04/how-to-set-healthy-boundaries-when-starting-a-new-job?cx_testId=6&cx_testVariant=cx_1&cx_artPos=1&cx_experienceId=EXK3YX95ALS3&ab=piano_rightrail_recs#cxrecs_s
* she left her previous job on a positive note
* driving you to self-sabotage
* saying no
* accounts for up to 90% of career success
* fresh start effect
* by up to 95%
This background article is the first in a series on the ideas that have shaped business management over the past century or so. The articles are adapted from “The Economist Guide to Management Ideas and Gurus”, by Tim Hindle. An article on a management idea will be published online every Monday in Economist.com's Management section | News
https://www.economist.com/news/2008/07/14/active-inertia
* Revival of the Fittest
* Strategy as Active Waiting
* Made in China
* online shop
An examination of several years of employee and financial data from a global retailer found a substantial impact.
https://hbr.org/2022/03/research-how-employee-experience-impacts-your-bottom-line
* research
* research
* results
* See more HBR charts in Data & Visuals
How our desires, expectations, and fears about what “showing up” looks like can end up backfiring.
https://hbr.org/2022/04/where-we-go-wrong-with-collaboration?cx_testId=6&cx_testVariant=cx_1&cx_artPos=0&cx_experienceId=EXK3YX95ALS3&ab=piano_rightrail_recs#cxrecs_s
* 85% or more of their time each week in collaborative work
* hybrid work
* Connected Commons
Data suggests it’s one of the best ways to improve company culture.
https://hbr.org/2022/04/3-ways-to-boost-retention-through-professional-development
* continuing to quit their jobs at a record pace
* 2022 LinkedIn Global Talent Trends Report
* a report by The Execu|Search Group
* recent survey
* stats from Deloitte
* According to Roberts
* themselves, the company, and the world
* 2018 LinkedIn Workplace Learning Report
* according to a 2016 Udemy study
* a proven win
* SHRM article
* conversation
* Deloitte notes
Four strategies for managers.
https://hbr.org/2021/05/how-to-set-up-a-remote-employee-for-success-on-day-one?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM186314
In the face of unprecedented turnover and uncertainty, even long-term employees may feel destabilized right now.
https://hbr.org/2021/08/its-time-to-re-onboard-everyone?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM186314
* switching jobs
* onboarding helps
* an onboarding experiment
* powerful influence on employee performance
* a field experiment
* make new hires
Implementing a formal program could boost retention by up to 50%.
https://hbr.org/2022/04/onboarding-can-make-or-break-a-new-hires-experience
* in the midst of labor market turbulence
* remote onboarding or training
* more than one-third of companies
* 12 months
* 12% of employees
* 94% of HR professionals
* 50% greater employee retention
* almost three times as likely
* most smaller companies
Hint: It’s not always about the work
https://hbr.org/2021/10/5-things-high-performing-teams-do-differently
* Decades of research
* healthier
* happier
* more productive
* boon for autonomy
* ignite80
* Front
* becoming increasingly less common
* Recent studies
* employee dissatisfaction
* drain cognitive bandwidth
* cost organizations billions
* research suggests
* deeper liking and authentic connections
* better teamwork
* a more powerful motivating force
* cognitively expensive
* workplace well-being
* individual performance
Four strategies to help you shift your mindset.
https://hbr.org/2022/04/change-is-hard-heres-how-to-make-it-less-painful
* less-than positive response
* change
* Blame our history as a species
* Proteus International
* mindset
* a well-known statistic from McKinsey & Co. that 70% of organizational change efforts fail
* leader
* communicate a change
* gave her control
* consistent support
When attracting talent, a collective mission is more important than job descriptions and compensation packages.
https://hbr.org/2021/05/high-performing-teams-start-with-a-culture-of-shared-values
* skills-based transformation
* Decades of research
* “War for Talent”
* failed to yield results
* contributed to
* but teams
* creative work
* complex analysis
* scientific research
* wide-ranging study
* include women in the group
* found
* showed
* McKinsey report
* study of adults
* a study involving five-year-old children
* even in infants
* put together groups of college students
* strategic intent
* leveraging the value of privacy
* serious ethical challenges
* Partnership on AI
* likely to degrade over time
Constraints: you actually need them to get good at creating something remarkable. You need the limitations to inspire better thinking -- thinking that challenges the status quo. Your brain is constantly in efficient mode, looking for ways to use less energy. And often, unless forced, you don't think much at all.
https://www.inc.com/thomas-oppong/for-a-more-creative-brain-embrace-constraints.html
* Login
* Login
* Innovate
* Thomas Oppong
* @Alltopstartups
* human creativity
* a 2015 study
In the face of the Great Resignation, companies must invest in building strong relationships — or risk losing their best people.
https://hbr.org/2022/04/how-teams-are-retaining-employees-right-now?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM185473
* 25 million people
* quitagion
* McKinsey report
* most productive companies
* positive sum game
* shared empathy
* a set of values
* humility
* motivation and performance
* top five predictors
Getting enough sleep and eating right will help other habits stick.
https://hbr.org/2022/04/building-healthy-habits-when-youre-truly-exhausted?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM185473
* burnout
* getting enough sleep
* improves energy, aids concentration, and reduces fatigue and anxiety
* gives you more energy throughout the day
* mood, sleep quality, and focus
* improve your overall wellness
Don’t just offer flexibility — empower people to use it.
https://hbr.org/2022/03/to-retain-employees-support-their-passions-outside-work?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM184975
* autonomy
* health coverage
* diverse team
* make a positive impact
* help them maintain their productivity and well-being over the long-term
* planned time off
* Adobe
* Google
* investment banking
* Siemens
* Twitter
* work-from-anywhere
* paid vacation days
* ideal worker
* stigma
* research
* boost
* backfires
* behaviors are appropriate
* strengthen social bonds
* sense of closeness
* Buffer
* shared experiences
* work performance
* Edelman
* Flyaway Program
* Paid Paid vacation
* $200 to spend on dates
* learning stipend
* Reddit
Four ways to cultivate “radical adaptability.”
https://hbr.org/2022/03/the-future-is-uncertain-heres-how-to-ensure-your-team-can-adapt?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM184975
* Competing in the New World of Work
* Target Dojo
* Preparing for a Pandemic
* Bill Gates predicted in 2015
* 10 million people
* Peter Drucker’s axiom about predicting the future
Is anyone really focused on work right now?
https://hbr.org/2022/03/how-to-be-a-supportive-manager-when-times-are-tough?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM184975
* balance your desire to be compassionate
* SIY Leadership Institute
* Emotional Agility
* compassionate management
* label your emotions
* directly address the issue
* self-compassion
* Talk with employees one-on-one
* reduce distractions
* self-care needs
* the research on its benefits
* How to Keep Your Team Focused and Productive During Uncertain Times
Five forces driving the long-term trend.
https://hbr.org/2022/03/the-great-resignation-didnt-start-with-the-pandemic?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM183719
* quit their jobs
* second
* surveys
* older cohort
* different from the last big crisis
* overall movement rate
* Women
* Burnout
* report
* the Great Upgrade
* analysis
* analysis
* announced
* Pew Research Center survey
* Research
Five ways to build a strategic network
https://hbr.org/2021/11/how-to-succeed-quickly-in-a-new-role?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM184975
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* November–December 2021
* Rob Cross
* Connected Commons
* Beyond Collaboration Overload
* Greg Pryor
* David Sylvester
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How to move past people-pleasing, perfectionism, and other mental traps.
https://hbr.org/2022/03/overcoming-self-doubt-in-the-face-of-a-big-promotion?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM184975
* self-doubt begins to creep in
* Think Again
* stuck in victim mode
* say no
* concise, relatable, and actionable soundbite
* time was short
* vision is not a solo venture
* creating and revising the vision
* Fear frequently greets us on the threshold of a new opportunity
* maladaptive survival and self-protection skills
* presence
* other interpretations were possible
* No Ego podcast
* self-care
Win-win solutions are less common than we think.
https://hbr.org/2022/03/the-messy-but-essential-pursuit-of-purpose?ab=seriesnav-spotlight
Your why may not be what you think it is.
https://hbr.org/2022/03/what-is-the-purpose-of-your-purpose?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=strategy_activesubs&utm_content=signinnudge&deliveryName=DM180551
* Five Principles
* J&J credo
* advertisement
* short film
* purpose video
Unilever’s values-based approach to difficult talent decisions
https://hbr.org/2022/03/use-purpose-to-transform-your-workplace?ab=seriesnav-spotlight
Turn squishy debates into concrete action.
https://hbr.org/2022/03/purposeful-business-the-agile-way?ab=seriesnav-spotlight
Impact operates differently to the other courses in the program., with an emphasis on a student-led experience. This manifests as a two-tier structure...
https://mdf-cases.webflow.io/
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One of the most pernicious stereotypes is that neurodivergent people are only a good fit for subordinate positions or working in highly technical or individual roles.
https://www.fastcompany.com/90706149/neurodivergent-people-make-great-leaders-not-just-employees
* more productive
* originality
* thriving
* dehumanizing
* systemic
* cycle
* deny opportunities
* talent shortage
* Subtyping
* Anthony Hopkins
* Daryl Hannah
* Greta Thunberg
* self-made millionaires revealed
* consistently
* outrage
* interview
* desire
* caring
* dual
* bias
* rare symptom
* arrogant
* bring out the best
* creativity
* Excessive focus on group cohesion
* groupthink
* objectively,
* Graduate Programs in Industrial-Organizational Psychology
Fear, excitement, disgust: These feelings don’t deflect us from good judgment. They help guide it.
https://www.theatlantic.com/family/archive/2022/01/emotion-isnt-the-enemy-of-reason/621148/
* logical choices
* a study
* Read: The best headspace for making decisions
* illustrative study
* study on disgust
* Emotional: How Feelings Shape Our Thinking
The seven seismic shifts of perspective and responsibility
https://hbr.org/2012/06/how-managers-become-leaders
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* engage someone else
* June 2012
* Michael D. Watkins
* Genesis Advisers
* IMD Business School
* The First 90 Days
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Thinking about your new life isn’t enough. Here’s how to follow through on your plans — even if you’re going back to old routines.
https://hbr.org/2021/08/the-3-phases-of-making-a-major-life-change
* studying successful career change
* important inner business
* cycle of transition
* Research
* habit discontinuity
* trigger old habits
* brainwashing
* “narcissistic and lazy” bias
* people’s networks shrank
* found in 2016
* window of opportunity
* “fresh start”
* hybrid working environments
Turn your professional angst into a competitive advantage.
https://hbr.org/2022/01/the-upside-of-feeling-uncertain-about-your-career
* crisis of meaning
* research
* Deborah
* curiosity
* portfolio of competencies
* Reinventing You
* embrace uncertainty
* live more purposefully
Four tactics to help you keep moving forward.
https://hbr.org/2022/01/setting-career-priorities-when-everything-is-uncertain
* contingent workers
* Great Resignation
* recent study
* quit their company even without another job lined up
* remaining
* control and choice
* Recent research
* uncovering his values
* overrated
* career capital
* focus on consistency
* minimize defensiveness
* mental models
* research
Set the relationship up for success from the beginning.
https://hbr.org/2021/10/7-questions-to-ask-your-new-boss
* office politics are so important
* returning to the office
* how you can best communicate with your manager
* get regular feedback on how you are doing
* invite your manager to empathize with you
* great leaders excel at coaching and mentoring their people
* provide you with much-needed guidance
Five ways to build a strategic network
https://hbr.org/2021/11/how-to-succeed-quickly-in-a-new-role
* Navigation Menu
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* November–December 2021
* Rob Cross
* Connected Commons
* Beyond Collaboration Overload
* Greg Pryor
* David Sylvester
* Tweet
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* Diversity
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* The Big Idea
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* Case Selections
Relationships, communication, decisions, individualism, and change.
https://hbr.org/2018/03/when-you-start-a-new-job-pay-attention-to-these-5-aspects-of-company-culture
Four strategies to help ease the transition.
https://hbr.org/2020/01/navigating-a-new-job-with-a-very-different-culture
* executive coach
* cultural mentor
* what’s water
It can set you up to succeed later on.
https://hbr.org/2018/08/starting-a-new-job-take-control-of-your-onboarding
* fitting in with the culture
* research by McKinsey
* take control of your integration
* According to Michael Watkins
* the culture of the company
* make a positive first impression
* building trust and respect
Your first few months can determine whether you succeed in the role.
https://hbr.org/2019/04/5-questions-to-ask-when-starting-a-new-job
Out of sight doesn’t have to mean out of mind.
https://hbr.org/2020/05/starting-a-new-job-remotely
* each organization has a culture of its own
* team of people
* research
* compatible with your general script
On the 12th of February 2002, Donald Rumsfeld, back then Secretary of State of the US, used an until then little known framework to help him in making the case for the invasion of Iraq: the Knowns…
https://uxdesign.cc/the-knowns-and-unknowns-framework-for-design-thinking-6537787de2c5
* On the 12th of February 2002
* others saw some method
* Pieces of Intelligence
* Daase and Kessler
* I only know that I don’t know anything
* Johari Window
* Microsoft’s Reaction Cards
* In a presentation from 2003
* Slavoj Zizek
* Rumsfeld and the bees
* South China Sea disputes
* Lean Analytics
Why play is important for designers and businesses, and how to incorporate more play into your work.
https://uxdesign.cc/why-play-matters-1be75e4ab77b
It goes far beyond exchanging information.
https://hbr.org/2018/05/the-surprising-power-of-questions?utm_source=pocket_mylist
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* May–June 2018
* Alison Wood Brooks
* Leslie K. John
* lesliekjohn
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We’re entering a period of unprecedented instability. Is your business prepared?
https://hbr.org/2021/11/a-new-crisis-playbook-for-an-uncertain-world?utm_medium=email&utm_source=bigidea_flexibility&utm_campaign=promo_20211118&utm_content=bilist&deliveryName=DM161396
* that drag on for years
* It’s evident in power outages that last for a week or more
* social unrest and protests over injustices that have persisted for decades
* many have argued that the key to weathering a storm is nimble, decisive action by a courageous leader
* use avoidance mechanisms
* during a crisis
* pay lip service to supporting
* more contributions to their local communities
* a blueprint for engaging with society
* often recognize
* sponsoring a local sports team
* funding scholarships
* $100 million in annual revenue
* Leaders must gain the trust
* kidnapping visiting executives who came to christen the site
* because the Indian government has changed the law
* domestic bidders
* supply disruptions
* protests
* labor strikes
* considered
* He didn’t know when or how the crisis would erupt or how long it would last
* His company funded school lunches for undernourished kids
* factories in former industrial areas to help revitalize communities most in need
* hired lobbyists to push for more-progressive policies nationwide
* 10%
* 30% of its workforce
* to drown the United States in Muslims
* Ulukaya doubled down
* America’s top-selling
* initial public offering
* over $10 billion
* $7 billion
* starting in 2014
* company until 2018 to finally remove inflammatory pages and the accounts of key instigators
* 25,000 people died and almost a million became refugees
* the only openly gay candidate, remarked
* the Philippines and Sierra Leone
* in Myanmar
* when they feel confident that
* much more substantial long-term profits
* positive contributions to their local communities
* their unique influence
Six biases that lead us to have too many meetings — and how to overcome them.
https://hbr.org/2021/11/the-psychology-behind-meeting-overload?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM160818
* stressful
* tiring
* productivity
* quality
* one survey
* rated meetings
* behavioral scientist
* startup
* FOMO
* ideal worker
* proxy for commitment
* inflated
* Clearly communicate
* Research has shown
* model
* Egocentric Bias
* recognizing opportunity costs
* opportunity costs
* $15 million dollars
* this one
* commitment devices
* shows
* Mere Urgency Effect
* inertia
* especially important
* Pluralistic ignorance
Strategies to help you get better at learning, unlearning, and relearning.
https://hbr.org/2021/11/make-learning-a-part-of-your-daily-routine?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM159651
* he looks for individuals who have an “infinite learning curve”
* when he said
* increase the interactivity of your virtual presentations
* exploring the impact of camera-on versus camera-off meetings
* switching from video to phone calls
* new negotiation tactics
* unlearn always saying “yes”
The answer isn’t to break them down. It’s to build in effective checks and balances.
https://hbr.org/2021/11/making-silos-work-for-your-organization?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM159651
* practitioner
* scholarly
* bridges
* four examples
* corporate values statement
* corporate values
* Responsibility models
* demonstrate collaborative behavior themselves
* enlightened benevolence
* benefits of collaboration
* wisely deployed matrix
* control perspective
Numbers don’t inspire changes in behavior — people and stories do.
https://hbr.org/2021/11/how-sharing-our-stories-builds-inclusion?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM159651
* study
* study
* DEI Blueprint survey
It’s not what your employees really need from you.
https://hbr.org/2021/10/leaders-stop-trying-to-be-heroes?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM158124
* more than one in five CEOs now seek therapy
* Richard Nixon’s psychotherapist
* even our brain structure
* Susan Jeffers put it
* Marshall Goldsmith’s practice of daily questions
Set the relationship up for success from the beginning.
https://hbr.org/2021/10/7-questions-to-ask-your-new-boss?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM158124
* office politics are so important
* returning to the office
* how you can best communicate with your manager
* get regular feedback on how you are doing
* invite your manager to empathize with you
* great leaders excel at coaching and mentoring their people
* provide you with much-needed guidance
Five factors to consider.
https://hbr.org/2021/10/creating-a-meaningful-corporate-purpose?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM158124
* Simon Sinek’s TED Talk
* More than eight in 10 executives
* Most executives also understand
* says about this
* PepsiCo
* Johnson & Johnson
There are other ways to promote a healthy, supportive culture.
https://hbr.org/2021/10/the-toxic-effects-of-branding-your-workplace-a-family?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM158124
* one-third
* many functions
* value
* socialization
* research
* trust
* The Character of a Corporation
* unethical acts
* be exploited
* keeping things under wraps
* drop
* bottom line
* letting someone go
* Studies
* report any wrongdoing
* a tribe
* purpose
* Research
* shared purpose
* find support
People want to make their own decisions about when and where they work, according to survey data.
https://hbr.org/2021/10/forget-flexibility-your-employees-want-autonomy?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM158124
* hybrid working study
* article
* led to multiple resignations
* requesting
* self-determination theory
* Adobe
* Citigroup
* Google
Hint: It’s not always about the work
https://hbr.org/2021/10/5-things-high-performing-teams-do-differently?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM158124
* Decades of research
* healthier
* happier
* more productive
* boon for autonomy
* ignite80
* Front
* becoming increasingly less common
* Recent studies
* employee dissatisfaction
* drain cognitive bandwidth
* cost organizations billions
* research suggests
* deeper liking and authentic connections
* better teamwork
* a more powerful motivating force
* cognitively expensive
* workplace well-being
* individual performance
This is a test.
https://www.u1group.com/design-research-the-not-so-secret-art-of-observation/?gclid=EAIaIQobChMIxryt1uDu8wIVmH0rCh03QwuFEAAYASAAEgIJ1fD_BwE
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I am going to be upfront about this: this blog post could have been a Tweet, but I wanted to have an introductory post about why I created my new publication: Service Design-in’. I have been a…
https://medium.com/service-design-in/service-design-in-6f86b8d859f8
* Matt Edgar, 2015
* Linkedin
* Twitter
Let’s start with some definitions. Personas are (according to their creator Alan Cooper): “…not the real people but they represent them throughout the design process. They are hypothetical archetypes…
https://uxdesign.cc/building-meaning-for-teams-personas-or-archetypes-8395d6b70e9c
* Alan Cooper
* wrote
* Archetypes are
* Statler and Waldorf
* reductionis
* phenomenology
* prescriptive
* tactical
* Strategy
* Henry Mintzberg,
* Henrik von Scheel
* , Max McKeown
* Vladimir Kvint
* Aga Szóstek
* The Umami Strategy: stand out by mixing business with experience design
* Seed Cards
* Catching The Next Wave
If priorities feel fuzzy, progress feels slow, and social interactions feel somewhat awkward right now, here’s what leaders can do.
https://hbr.org/2021/10/how-to-help-your-team-get-out-of-a-lull?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM155729
* languishing
* pandemic flux syndrome
* grief
* finding the answers together
* back to the future
Jumping ship isn’t always the best way to get what you want out of your career.
https://hbr.org/2021/10/5-reasons-not-to-quit-your-job-yet?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM155729
* up to 41% of employees
* toxic or unappreciative culture
* pay inequity
* general work/life dissatisfaction
* record high of 33%
* quitting in record numbers
* sponsorship
* right relationships
* ready for it
* more proactive about acclimating to your new team
* unprecedented leverage
Many leaders think it’s the fear of losing your job. They’re wrong.
https://hbr.org/2021/10/what-motivates-lifelong-learners?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM155729
* lifelong learning
* study
* The Journey Beyond Fear
* scalable learning
* Quest Diagnostics
Wise executives tailor their approach to fit the complexity of the circumstances they face.
https://hbr.org/2007/11/a-leaders-framework-for-decision-making
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©2001-2021. Joseph Voros. First published in prospect, the Foresight Bulletin, No. 6, December 2001, Swinburne University of Technology, Melbourne, Australia. This article is a very brief ‘pr…
https://thevoroscope.com/publications/foresight-primer/
* Joseph Voros
* Heisenberg Uncertainty Principle
* futures cone
* Hancock, T
* https://www.metafuture.org/Articles/CausalLayeredAnalysis.htm
* https://www.hardintibbs.com/s/Making-the-Future-Visible.pdf
* 10.1108/14636680310698379
Organization design is hard. Whether you’re the CEO of a global corporation, the founder of a startup, or a team leader inside one of the tens of thousands of companies that make our world turn…
https://medium.com/the-ready/the-operating-system-canvas-420b8b4df062
* Frederick Taylor
* companies
* Brave New Work.
* Brave New Work,
* OS Canvas 2.0
* theready.com/os-canvas
* Brave New Work.
Social innovation is inescapably intertwined with power. However, in practice, power is not always or often discussed. Recently, others have noticed this power unconsciousness too and have been…
https://medium.com/@lauren.s.weinstein/shifting-the-powerplay-in-co-design-b8ba84363dd0
* and others
* literacy around power
* privilege
* systems change
* the Australian Centre for Social Innovation
When managers involve their team in the decision-making process, they can experience a host of benefits. Here’s a closer look at some of the advantages.
https://online.hbs.edu/blog/post/team-decision-making
* delegating tasks
* implementing a new strategy
* decision-making process
* a survey by management consulting firm McKinsey
* Research shows
* Management Essentials
* employee engagement
* analytics and advisory firm Gallup
* recent study
* a separate study
* 7 Skills You Need to Effectively Manage Teams
* a vital management skill
* what sets high performers apart
* emotional intelligence
* organizational psychologist Tasha Eurich
* 5 Tips to Becoming a Better Manager
* online Management Essentials course
Research on how the past 18 months have affected U.S. employees — and how companies should respond.
https://hbr.org/2021/10/its-a-new-era-for-mental-health-at-work?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
* our research
* stigma
* link to diversity, equity, and inclusion (DEI)
* mental health days or weeks
* four-day workweeks
* counseling benefits or apps
* Mind Share Partners’ 2021 Mental Health at Work Report
* 2019 Mental Health at Work Report
* study
* talking about mental health at work
* affects willingness to seek treatment
* workaholism
* burnout
* mental health training
* our recommendations from 2019
* Ecosystem of a Mentally Healthy Workplace Framework
* starting with leaders and managers
* sharing their own personal experienc
* es
* Due to fear and shame
* train
* psychological safety
* form
* mental health employee resource groups (ERGs)
* mental health champions
* peer listening initiatives
* flexibility
* empathy
* authenticity
* vulnerability, compassion
In the frantic need to hire for open positions, it can be easy to forget about the people who stick around.
https://hbr.org/2021/10/with-so-many-people-quitting-dont-overlook-those-who-stay?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
* U.S. Department of Labor reports
* Gallup research
* Personio research,
* 10.1 million job
* research
Lessons from a former CIA intelligence analyst.
https://hbr.org/2021/09/5-techniques-to-build-rapport-with-your-colleagues?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
New research identifies 3 strategies organizations can take to engage employees.
https://hbr.org/2021/10/how-to-get-employees-to-actually-participate-in-well-being-programs?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
* impact the pandemic has had on employees
* implemented cost-saving measures
* increased their 2020 well-being budgets
* Gartner’s 2021 EVP Benchmarking Survey
* good for employees and the business
* highly engaged
* their own well-being needs
* importance of managers
* providing well-being support
Asking what really matters to customers helped focus the company’s priorities.
https://hbr.org/2021/10/how-twitter-applied-the-jobs-to-be-done-approach-to-strategy?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
* conference call
* jobs to be done
* “jobs to be done” approach
* Square
* Square Loans
Four strategies to help you convince yourself.
https://hbr.org/2021/10/burning-out-give-yourself-permission-to-dial-it-back?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
* how huge a health risk it is
* productivity articles
* loading up your week with more work hours doesn’t actually improve your results
* Study after study
* w
* hen you share your goal with someone
* do an 80/20 analysis
* The Top Five Regrets of the Dying
It’s time for hiring managers to refresh their skills.
https://hbr.org/2021/10/8-tips-for-conducting-an-excellent-remote-interview?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
* record number of job openings
* cost money and drain morale
* TikTok Resumes
* those tips for acing an online interview
* flexibility, well-being, and a workplace culture that aligns with their own values and sensibilities
You can’t effectively deal with a problem until you accept what you’ve been handed.
https://hbr.org/2021/10/good-leaders-know-you-cant-fight-reality?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM154592
* philosophy
* psychology
* pushing people to do the impossible
* Reality Distortion Field
* of Emotional Agility
* feedback and development
Making an organization more equitable and inclusive is a process that goes beyond just agreeing with each other that ‘discrimination is bad’. With racial injustice, and therefore diversity in the workplace, being such a prevalent issue, it makes sense that the steps an organization takes to overcome these problems fall under scrutiny. Instead of putting […]
https://thecbq.ca/the-outside-systems-change-strategist-tim-merry-moving-through-organizational-change-together/
* www.findtheoutside.com
Taking on these duties can have a significant negative impact on employees’ energy levels and job satisfaction.
https://hbr.org/2021/09/research-informal-leadership-comes-at-a-cost?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM153518
* Leer en español
* Ler em português
* best ways
* recent research
* reluctant
* micromanaging
* prior research
* Research has shown
* stay on the lookout
* taking your lunch breaks
* exercise
Four ways to get out of your own way.
https://hbr.org/2021/09/every-leader-has-flaws-dont-let-yours-derail-your-strategy?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM153518
* derailed strategies
* not actually being strategies
* organization dysfunction
* misalignment
* excessive internal focus
* leader’s personality
* culture
* self-regulate
* habits
* pathologies
* chronically certain
* dramatic change
* disagree
* different
* weak signals
* assumptions
* new idea
* strategy process
* creative ideas
* trust
* imposter
* self-doubt
* analysis paralysis
* scenarios
* force yourself to look at the upside
Understanding how we’re wired can help us set expectations and stay motivated.
https://hbr.org/2021/09/our-brains-were-not-built-for-this-much-uncertainty?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM153518
* on autopilot
* uncertainty-averse
* may not know
* realistic optimism
* Gabriele Oettingen
* a significant impact
* environment that lacks transparency
It’s time to organize your never-ending to-do list.
https://hbr.org/2021/09/whats-the-1-productivity-tool-for-me-its-timeboxing?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM153518
* Nir Eyal
* for a while
* most useful productivity hack
* translating a to-do list into blocks of time
* “planning fallacy”
* underestimate
* timeboxing
Lessons from a former CIA intelligence analyst.
https://hbr.org/2021/09/5-techniques-to-build-rapport-with-your-colleagues?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM153518
A dynamic scorecard can help you predict future performance too.
https://hbr.org/2021/09/kpis-arent-just-about-assessing-past-performance?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM152398
* key stakeholders
Why this Yale psychologist thinks you should be compassionate, not empathetic.
https://www.vox.com/conversations/2017/1/19/14266230/empathy-morality-ethics-psychology-compassion-paul-bloom
* Against Empathy
* argued elsewhere
Increasing awareness isn’t enough. Teach people to manage their biases, change their behavior, and track their progress.
https://hbr.org/2021/09/unconscious-bias-training-that-works
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* 2006 review
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* available publicly
* fewer ideas
* working with men
* are qualified
* In one study
* Research
* The Business Case for Curiosity
* public reports
* September–October 2021
* Francesca Gino
* behavioral scientist
* Rebel Talent: Why It Pays to Break the Rules at Work and in Life
* Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan
* francescagino
* Katherine Coffman
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It’s time to expand the definition to include well-being, social connection, and collaboration
https://hbr.org/2021/09/lets-redefine-productivity-for-the-hybrid-era?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* microproductivity
* New Future of Work
* 50 research projects
* hybrid paradox
* Work Trend Index
* annual employee survey
* global study
* lost connection
* coworkers
* Nature Human Behavior
* burnout
* Brain studies
* enormous individual differences
* cite
* biggest reasons
* team norms
* loosely coupled mode
* weak ties
* proactively
Effectively leading others starts with acknowledging your own conflicting emotions.
https://hbr.org/2021/09/embracing-the-power-of-ambivalence?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* languished
* emotional ambivalence
* conflicted about returning to the office
* unwarranted
* sharing emotional ambivalence
* creative
* receptive to advice
* adaptable
* cultures of happiness
* research
* emotional hedge
* flexible way
* motivational interviewing
* flexible thinking
* tolerant
* facial expressions, body language, and vocal tone
* emotional similarity
* Arne M. Sorenson
* ambivalence
* artwork
* music
* Culturally interdependent countries
* research
* powerful champion
* positivity
* assertiveness
* BrightHire
* beneficial
* sap their longer-term motivation to change and grow
New research finds that just 22% percent succeed — and how you treat your employees can make all the difference.
https://hbr.org/2021/09/the-secret-behind-successful-corporate-transformations?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* highlighted
* RIG
* most used and abused buzzwords
* a quantitative evaluation of corporate transformation
* score
* gaining $1.5 trillion in market capitalization
Lessons from the U.S. Army.
https://hbr.org/2021/09/managing-through-crunch-time-without-burning-out-your-team?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* investment banks
* law firms
* crunch
What to do when you’re suddenly the team veteran.
https://hbr.org/2021/09/when-everyones-quitting-except-you?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* turnover tsunami
* 40%
* not afforded
* affective forecasting
* intentional activities
* fit in
* competitive office dynamic
* salary compression
* financial return
* studies
* study
An analysis of 9 million global employee records sheds light on key trends around which employees are most likely to quit.
https://hbr.org/2021/09/who-is-driving-the-great-resignation?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* 4 million Americans
* in-depth analysis
* typically highest
* breaking point
* rethink
* impact of resignations
* DEI-focused approach
* advancement policies
Start by having an honest conversation with yourself.
https://hbr.org/2021/09/how-to-be-a-leader-who-stays-true-to-their-ethics-2?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* it would pay $185 million to settle a lawsuit
* spoke out
* said
* Research
* strategic fitness process
What leaders can do when they spot this bad behavior.
https://hbr.org/2021/09/how-to-intervene-when-a-manager-is-gaslighting-their-employees?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* spending over $370 billion a year globally
* 30% of bosses are toxic
* an employee’s performance
* Great Resignation
Three strategies to help leaders get the advice they really need.
https://hbr.org/2021/09/so-you-hired-a-consultant-heres-how-to-get-your-moneys-worth?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM151338
* $160 billion and employs nearly a million people in the U.S. alone
* from simple to wicked
* Karl Weick
* overconfidence
Show curiosity and compassion.
https://hbr.org/2020/06/what-to-say-when-someone-cries-at-work
* what to do about crying at work
* feedback conversation that feels hard
* career planning session that’s disappointing
* unrealistic expectations
* people also cry
* Emotions are contagious
* emotional intelligence
Elaborate usability tests are a waste of resources. The best results come from testing no more than 5 users and running as many small tests as you can afford.
https://www.nngroup.com/articles/why-you-only-need-to-test-with-5-users/
* user testing across many small tests
* cost-benefit analysis of user testing
* Nielsen, Jakob, and Landauer, Thomas K.: "A mathematical model of the finding of usability problems,"
How to be a caring and thoughtful leader while holding your team to high standards.
https://hbr.org/2021/08/managers-compassion-and-accountability-arent-mutually-exclusive?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=leadership_not_activesubs&deliveryName=DM148638
* Awakening Compassion at Work
* Being the Boss
* threat rigidity effect
* psychologically safe workplace
* feeling burned out
* people want to be able to talk openly about mental health issues in their workplaces
* compare suffering and resilience
* deal with underperformance directly
* Resilience
* help a struggling employee to build their resilience
* show them the progress they’ve made
* You’re likely feeling the same stress as your team members and the pressure to produce results
* caught in the middle
Advice based on a decade of research on high-performing teams.
https://hbr.org/2021/08/managing-introverts-and-extroverts-in-the-hybrid-workplace?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=leadership_not_activesubs&deliveryName=DM148638
* to effectively lead both introverts and extroverts
* participate asynchronously
* Digital Body Language
Lessons from a physician and a psychologist on cultivating awe.
https://hbr.org/2021/08/why-you-need-to-protect-your-sense-of-wonder-especially-now?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM148219
* less
* awe
* wonder
* vastness
* United States and China
* tingling and goosebumps
* heart rate under stress
* smaller
* unselfing
* connect with
* help others
* well-being
* associated
* recent experimental
* research
* decreased mental chatter
* transcend
* expanding
* stimulating
* new ways of thinking
* scientific thinking
* ethical decision making
* build relationships
* solitude
* pro-social behavior
* theorize
* social connection
* awe walk
* mood
* well-being
* Several
* studies
* Free Solo
* Planet Earth
* My Octopus Teacher
* “The Hill We Climb”
* music
* good news
* one person making a difference
* threat or danger
* grief or anxiety
* support
Three questions to ask about each candidate.
https://hbr.org/2019/08/hire-leaders-for-what-they-can-do-not-what-they-have-done?utm_medium=social&utm_campaign=hbr&utm_source=LinkedIn&tpcc=orgsocial_edit
* noted
* cease to grow
* reward for past
* continue to assume
* incompetent leaders
* ability, likability, and drive
* narcissism
* psychopathy
* mediocre coaches
* vice versa
* hindered
* adapt
* study
* single subjective rating
* bias
* politics
* manage up
* identical
* create the right impression
* complexity, uncertainty
* culture fit
Most leaders focus on how employees think and behave—but feelings matter just as much.
https://hbr.org/2016/01/manage-your-emotional-culture
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* companionate love.
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At 85, the legendary designer and author of The Design of Everyday Things is on a mission to rethink out-of-touch design schools. Just don’t call it a swan song.
https://www.fastcompany.com/90669651/inside-don-normans-herculean-quest-to-fix-design-education
* Inside Don Norman’s Herculean quest to fix design education
* to-do list
* 20 major themes
* Dean Of Design Dori Tunstall
* open call
Think of yourself as a coach.
https://hbr.org/2015/08/how-to-give-tough-feedback-that-helps-people-grow?utm_campaign=hbr&utm_medium=social&utm_source=linkedin#how-to-give-feedback%3Futm_medium%3Dsocial%26utm_campaign%3Dhbr%26utm_source%3DLinkedIn%26tpcc%3Dorgsocial_edit
* meditation
* high-quality connection
* HBR Guide to Emotional Intelligence
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And how to motivate them to stay.
https://hbr.org/2018/01/why-people-really-quit-their-jobs?utm_medium=social&utm_campaign=hbr&utm_source=LinkedIn&tpcc=orgsocial_edit
* jump ship
* unanswered callings
* craft their jobs
* one-quarter of their time
* database of experts
* find
* proud
* shields
A new survey finds that 77% of workers have experienced burnout.
https://hbr.org/2018/07/how-managers-can-prevent-their-teams-from-burning-out?utm_medium=social&utm_campaign=hbr&utm_source=LinkedIn&tpcc=orgsocial_edit
* surveyed
* survey
* high-recognition cultures
How to free up time for meaningful work
https://hbr.org/2017/07/stop-the-meeting-madness
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* time is zero-sum.
* a study
* “Your Scarcest Resource”
* “Get Your Team to Do What It Says It’s Going to Do”
* “Manage Your Team’s Collective Time”
* “Make Time for the Work That Matters”
* July–August 2017
* Leslie A. Perlow
* Sleeping With Your Smartphone
* Constance Noonan Hadley
* Eunice Eun
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Dori Tunstall: The most important value driving the transformation of OCAD University is respect. I was very deliberate in allowing the faculty itself to define what that means for them. In the…
https://jacobsdesigncal.medium.com/respecting-our-relations-dori-tunstall-on-decolonizing-design-d894df4c2ed2
* Decolonization is Not a Metaphor
* Tucker McLachlan
* Thinking with Things
* Cuban Counterpoint
* Saki Mafundikwa
* Sadie Red Wing
* programs.jacobshall.org
Retaining knowledge is just as important as learning it.
https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development?utm_medium=social&utm_campaign=hbr&utm_source=linkedin&tpcc=orgsocial_edit
* $359 billion
* 1,500 managers surveyed
* 70% of employees
* 12% of employees
* McKinsey
* Bryan Caplan
* The Case Against Education
* theory of motivation
* 60% of what they learn in high school
* “The Forgetting Curve.”
* put it
* Originally proposed
* Cecil Alec Mace
* spacing effect,
* remember about 80%
* “Get good at beginner mode, asking dumb questions, making stupid mistakes, and teaching others what you learn.”
* The Four Hour book series
* DiSSSCaFE
* Collective Campus
* 55% of them ask a colleague
* The Lean Startup
* The only way to win is to learn faster than anyone else
What are the things that keep you healthy and grounded?
https://hbr.org/2019/05/when-life-gets-busy-focus-on-a-few-key-habits?utm_medium=social&utm_campaign=hbr&utm_source=linkedin&tpcc=orgsocial_edit
* navigate careers
* stress
* annual planning
* Momentum
* keeping diaries
* gratitude journals
* Simple, daily reflection on priorities and to-dos
* centrality of relationships to personal well-being
* some time to spend with a friend or two
* Studies show
* Headspace
* Calm
* be backed by science
It goes far beyond exchanging information.
https://hbr.org/2018/05/the-surprising-power-of-questions
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Seven strategies to smooth the transition to asynchronous work.
https://hbr.org/2021/07/breaking-free-from-a-9-to-5-culture?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM144036
* PwC study
* 54% of workers
* 2019 study
* 76% of workers
* Microsoft Work Trend Report
* Remote Work Revolution
* Overload
* dual-agenda work redesign experiment
* ROWE
* 65% of people
Before bringing people back to the office, consider what you hope to get out of your face-to-face meetings.
https://hbr.org/2021/07/when-do-we-actually-need-to-meet-in-person?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM144036
* pushing back
* The Art of Gathering: How We Meet and Why It Matters
* facilitating a hybrid meeting
The ‘How might we’ design prompt is insidious, and it’s time to bury it.
https://www.fastcompany.com/90649969/the-most-popular-design-thinking-strategy-is-bs?cid=eem524:524:s00:06/28/2021_fc&utm_source=newsletter&utm_medium=Compass&utm_campaign=eem524:524:s00:06/28/2021_fc
* got its corporate start
* encouraging them to consider more ambitious questions
* Google Design Sprint site
* modern issues like urbanization
* Design Census
* Caroline Criado Perez’s
* ill-fitting personal protective equipment
* digital harm
* not safe for women and people of color
* life or death
* positions of power
* Cyd Harrell
* Panthea Lee
* Reboot
* article
* Juul
* YouTube
* 7 million deaths
* innovation could address all the problems associated with smoking
* targeted at youth
* Jesse James Garret are now being more vocal about their concern
* virtue hoarding
* UX Theater.”
* tweet response
* Ovetta Sampson
* BQ to the HQ
* Jahan Mantin
* Project Inkblot
* Lesley-Ann Noel
* Designer’s Critical Alphabet
* Design Justice Workshops
* Creative Action Lab’s
* Sudden Compass
Happy summer Humantific readers. This week we are sharing some clarifications in reference to a bit of an odd firestorm that popped up recently over on Fast Company.
https://www.linkedin.com/pulse/rebutting-fast-company-firestorm-gk-vanpatter/
* Humantific
* “The Most Popular Design Thinking Strategy is BS.”
* Sidney J. Parnes
* Sid Parnes
* Creative Education Foundation
* CPS methodology evolution
* Innovation Methods Mapping; Demystifying 80+ Years of Innovation Process Design
* Ladder of Abstraction
* 1967 Creative Behavior Guidebook
* methods history that predates the design methods movement
* ethical
* “Google Ventures: Sprint: How to Solve Big Problems and Test New Ideas in Just 5 Days”
* exists in many forms of design
* Humantific
* Sid Parnes
* HUMANTIFIC: Crediting “How Might We?”: Sidney Parnes not IDEO!
* HUMANTIFIC: ReAppreciating Guidebook Part 1
* HUMANTIFIC: ReAppreciating Guidebook Part 2
* HUMANTIFIC: Who Owns How Might We?
* HUMANTIFIC: Kicking it Up: Understanding Deeper Creativity
* HUMANTIFIC: Design Thinking is Problem Solving? Truth or Fiction?
* HUMANTIFIC: Making Sense of Design Thinking is Bullshit
* HUMANTIFIC: Design Leadership: Ready for Which Context?
An interdependent approach to teamwork can help employees from low-income backgrounds shine — and make your whole organization more productive.
https://hbr.org/2021/07/how-our-class-background-affects-the-way-we-collaborate?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM143055
* recounted
* many U.S. organizations
* interdependent
* our research
* crucial ingredient
* fail to reward
* individual star performers
* 2016 HBR article
* skills
Getting people talking is the first step to fostering collaboration between departments.
https://hbr.org/2021/07/7-strategies-to-break-down-silos-in-big-meetings?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM143055
* team that’s not dysfunctional
* siloes have only gotten more prominent
* everyone acted superficially amenable
* Inform participants in advance
* encourage interaction
Protect your time — without compromising your relationships.
https://hbr.org/2021/07/how-to-say-no-to-grabbing-coffee?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM143055
* autonomy
* improves your ability to manage your emotions
* cognitive behavioral therapy
* charisma hinges on being present
* distorted if you’re socially anxious
* self-compassion
* Pratfall Effect
* blunders can be endearing
* a study
And how to make it more likely that they’ll stay.
https://hbr.org/2021/07/research-why-rejected-internal-candidates-end-up-quitting?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM143055
* pay the premium typically required to lure in external candidates
* hiring an internal candidate signals to other employees that they too have a future in the organization
* 10 internal applications
* reduced job satisfaction and reduced commitment
* feelings of envy
* engage in counterproductive work behaviors
* rejected internal candidates are nearly two times as likely to leave their organizations
* our research
* recent estimates suggest about 2% of applicants
* developed technology
Content warning: This article and list of resources mention trauma and a variety of traumatic experiences that can occur in a work environment. This warning applies to anything that may be…
https://medium.com/surviving-ideo/trauma-and-design-62838cc14e94
* Surviving IDEO
* Black Lives Matter
So, how did we do it? In this post I’ll explain how we do things at the moment — the result of what has been a long experimental journey of trial and error. This is not a prescriptive piece — but…
https://blog.chayn.co/running-a-fluid-and-democratic-volunteer-run-organisation-3538e12c699e#.qfx2qkejl
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* Read more from Chayn
So accustomed to forcing her energy to fit her schedule, Holly decided to conduct an experiment that completely shook up her work life – and brought both personal and professional success.
https://www.theage.com.au/lifestyle/life-and-relationships/manage-your-diary-according-to-your-energy-not-time-here-s-how-20210709-p58899.html
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Seven strategies for leaders.
https://hbr.org/2021/07/end-imposter-syndrome-in-your-workplace?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM141957
* Stop telling women they have imposter syndrome
* tightrope bias
* Opie Consulting Group
* The CROWN Act
* American Express 2019 State of Women-Owned Business Report
* CoCreate Work
* canary in the coal mine
* This excellent resource by Dr. Rosalind Chow
* psychologically safe
Healthy disagreement is essential for growth.
https://hbr.org/2021/06/the-hazards-of-a-nice-company-culture?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM138936
* intellectual bravery
* genuine inclusion
* culminating in a staggering $1.1 billion settlement
* innovation disrupts the status quo
* the necessary discussion and analysis for decision making
* learned helplessness
* hold each other accountable
* Letter from Birmingham Jail
Focus on the root causes of why you’re so busy — not trying to schedule your way out of it.
https://hbr.org/2021/06/time-management-wont-save-you?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM138936
* report
* data
* Merge your calendar and to-do list
* endless parade of decisions
* make errors
* calls this
* calls
* reduced the number of people asking, “Can I grab you for five minutes?”
Before you take action, you need to understand their motivations.
https://hbr.org/2021/06/why-people-lie-at-work-and-what-to-do-about-it?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM138936
* lies to you outright
* instead of losing faith in all your team members and your own ability to manage them
* psychological safety that will encourage them to tell the truth
* just think for a minute and make sure you’re confident in your answers
* underlying incompetence will still be present
* so he wouldn’t be blamed
* gaslighting
* draw a clear line about the inappropriate behavior and its consequences
“It’s not personal” usually means it is.
https://hbr.org/2021/06/words-and-phrases-to-avoid-in-a-difficult-conversation?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM138936
* Choosing Courage
* naive realism
* ought to be.
Four strategies to find your voice.
https://hbr.org/2021/06/conquer-your-self-doubt-in-meetings?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM138936
* filled with self-doubt
* stuck in place
* Successful strategies
* announce your contribution
* name her thoughts
* reviewing meeting notes for patterns
* found her voice
* speak up in meetings
It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else.
https://hbr.org/2008/04/can-you-say-what-your-strategy-is
This article has benefited greatly from the assistance of many individuals and companies. The author gives special thanks to Jan Rivkin, the coauthor of a related paper. Substantial research contributions have been made by Nicolaj Siggelkow, Dawn Sylvester, and Lucia Marshall. Tarun Khanna, Roger Martin, and Anita McGahan have provided especially extensive comments. I. […]
https://hbr.org/1996/11/what-is-strategy
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* November–December 1996
* Michael E. Porter
* The Politics Industry: How Political Innovation Can Break Partisan Gridlock and Save Our Democracy
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When it comes to leadership development, most companies aren't seeing the benefits of their efforts. We asked four members of Forbes Councils to share their insights on what it takes to build the future's best business leaders.
https://www.forbes.com/sites/forbescoachescouncil/2016/10/28/what-makes-a-leadership-development-strategy-successful/?sh=394f92d248f3
* Deloitte study
* $31 billion
* 10%
* Under Armour
* Linkage
* The Global Good Fund
* Center for Creative Leadership
* white paper
* Meals on Wheels America
Stanford University professor Jeffrey Pfeffer, author of Leadership BS (HarperBusiness, 2015), argues for better evaluation of leadership development efforts.
https://www.shrm.org/hr-today/news/hr-magazine/0716/pages/leadership-bs.aspx
* McKinsey & Co.
* Association for Talent Development
* The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't
* The Conference Board
* Institute for Corporate Productivity
* Good to Great
* Leadership BS: Fixing Workplaces and Careers One Truth at a Time
For leadership development initiatives to be truly effective, they should align with an organization's corporate strategy. However, such programs tend to focus more on the individual than on how to...
https://www.shrm.org/about-shrm/news-about-shrm/pages/rethink-leadership-development-to-ensure-initiatives-support-organizational-strategy.aspx
* Leadership Development: The Path to Greater Effectiveness
* EFMD
* NOCA
* SHRM Connect
* a survey conducted with 1,089 full-time and part-time U.S. workers
* Join/Renew Now
How to become a better leader by improving your leadership skills through deliberate, sustained practice.
https://www.shrm.org/hr-today/news/hr-magazine/book-blog/pages/warning-great-leadership-is-habit-forming.aspx
* Martin Lanik
* The Leader Habit: Master the Skills You Need to Lead in Just Minutes a Day
* identify their own personality traits
* Matt Davis
Companies that want to continue to grow need to embrace transformational leadership, says Sheri Nasim, president and CEO of the San Diego-based Center for Executive Excellence.
https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/leadership-and-navigation/pages/transformational-leaders.aspx
In an era of agile teams and self-management, social feedback is key.
https://hbr.org/2021/01/are-peer-reviews-the-future-of-performance-evaluations
* written about
* researched
* stopped doing
* is more accurate
An overview of ways in which the Appreciative Inquiry Process can be applied enabling us to learn how to do things better, and tackle problems differently.
https://positivepsychology.com/appreciative-inquiry-process/
* Appreciative Inquiry
* download our 3 Positive Psychology Exercises for free
* here
* problem-solving in the organizational setting
* described
* theoretical underpinnings of Ai
* Guiding Appreciative Inquiry questions
* strength-based
* facilitator
* 4 Appreciative Inquiry Tools, Exercises and Activities
* training program
* 119 Ai questions
* these Ai books
* download our 3 Positive Psychology Exercises for free
* Positive Psychology Toolkit©
For many women, feeling like an outsider isn’t an illusion — it’s the result of systemic bias and exclusion.
https://hbr.org/2021/02/stop-telling-women-they-have-imposter-syndrome
* Confessions From Your Token Black Colleague
* affects high-achieving people, who find it difficult to accept their accomplishments
* 1978 founding study
* role models
* competence
* Half of the women of color surveyed by Working Mother Media
* conform
* According to organizational psychologist
* Tomas Chamorro Premuzic
* Research from Kecia M. Thomas
Impostor syndrome is associated with feelings of fraud, like you're inadequate or a failure. But you can overcome it with these expert tips.
https://time.com/5312483/how-to-deal-with-impostor-syndrome/
* impostor syndrome
* review article
* paper
* research
* paper
* impostor syndrome test
* The Secret Thoughts of Successful Women
* speak up in a meeting
* confidence
* better you will get at it
* abigail.abrams@time.com
Do you ever feel like a fraud at work? Discover how to turn your inner critic into your inner champion, and defeat Impostor Syndrome!
https://www.mindtools.com/pages/article/overcoming-impostor-syndrome.htm
* fear of success
* fear of failure
* self-sabotage
* chronic self-doubt
* explained
* self-esteem
* negative self-talk
* reflect
* Cognitive Restructuring
* affirmations
* Join the Mind Tools Club Today!
* Read our Privacy Policy
* confidence
* Personal SWOT Analysis
* realistic
* internal locus of control
* celebrate
Changing an organization’s culture is one of the most difficult leadership challenges. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. The elements fit together as an mutually reinforcing system and combine to prevent any attempt to change it. That’s [...]
https://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/?sh=3ae9f0fb39dc
* Ford Motor
* Bank of America
* like most such corporate exercises
* New York
* World Bank mission statement
* recent discovery
* Steve Jobs
* leadership storytelling
* continuously and systematically responsive to those stakeholders
* enablers of self-organizing teams
* dynamic linking
* radical transparency and continuous improvement
* communicate horizontally
* The Leader’s Guide to Radical Management: Reinventing the Workplace For the 21st Century
* @stevedenning
* Zurich Gathering For C-Suite Leaders with Steve Denning Zurich Sep 12, 2011
Culture arises naturally as individuals interact in organizations. It's vital to know which type of corporate culture you have so you can succeed within it.
https://blog.enplug.com/corporate-culture
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* Wishing a Happy Thanksgiving from our family to yours. #GEProud #HappyThanksgiving
* General Electric
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* Enplug
Lessons from a management and leadership professor on true effectiveness and productivity.
https://hbr.org/2021/06/my-fixation-on-time-management-almost-broke-me
* my research career
* understanding how time works
* benefits of time management
* highly recommended practices
* Pomodoro technique
* time audit
* importance of breaks
* social connections for well-being
* increased risk of heart attack
* Professor Karen Jansen
* a review of organizational research on subjective time
* meetings should be scheduled on the hour or half-hour
* social constructions
* temporal schemata
* socially constructed dates to plan one’s work and synchronize with others
* which balls you can drop and which ones will bounce back
* a more engaging way to work is with the rhythm of events
* flow
* not only more productive but also more fulfilling
* mindful attention
* benefits of occasional mind-wandering
* novel, creative solutions
* find the elusive “aha” moments
* looking for meaning
* narrative of how you “fit” at work
* the economic value of time
* volunteering
* symbolic choice
And how to counteract them.
https://hbr.org/2021/06/5-behavioral-biases-that-trip-up-remote-managers
* Research
* confirmation bias
* devil’s advocate
* attribution bias
* Slow yourself down
* particularly
* groupthink
* make an important team decision
* group cohesion is positively related to team performance
* check-ins
* creative approaches
* peak-end effect
* positive and negative performance
Three strategies for managers.
https://hbr.org/2021/06/you-need-a-skills-based-approach-to-hiring-and-developing-talent
* renewed sense of urgency
* is expected to leave more than 140 million people out of work and another
* many of the jobs lost simply won’t return
* have the skills needed
* have invested millions
* Pathways program
* 2.9 times more likely to be engaged
* 97%
* job auditions
* plenty of ways to gauge a candidate’s ability to perform
* stay at companies 34% longer
* 2018 Workplace Learning Report showed
Your inner critic is a terrible motivator.
https://hbr.org/2021/05/stop-being-so-hard-on-yourself?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM135853
* less motivation
* worse self-control
* greater procrastination
* a state of inhibition
* psychological distance
* reduce
* psychological flexibility
* spotlight effect
* shown
* shown
After 23 interviews over twelve months, I believe that without significant reform, IDEO is an unsafe workplace for women, PoC (People of Color) and WoC (Women of Color)
https://medium.com/surviving-ideo/surviving-ideo-4568d51bcfb6
* Ethics in AI team at Google
* evaluation
* Chick-Fil-A’s reputation for being actively anti-LGBTQ.
* Basecamp
* David Kelley
* Juul e-cigarette case study
* Stanford’s d.school
* $15B valuation
* CDC
* Jamal Khashoggi
* April 4th, 2020
Why is collaboration with diverse others so difficult? Here I challenge four assumptions about collaboration and share thoughts about how to make it work better.
https://millebojer.medium.com/collaboration-with-diverse-others-why-is-it-so-difficult-6a63aac44597
* Adam Kahane
* “Collaborating with the Enemy”
Overview People are centrally concerned with motivation - how to move themselves or others to act. Everywhere, parents, teachers, coaches, and manager...
https://selfdeterminationtheory.org/theory/
* Publications
La clemenza di TitoOpera by W. A. MozartThe composer, drawing by Doris Stock, 1789TranslationThe Clemency of TitusLibrettistCaterino MazzolàLanguageIt...
https://en.wikipedia.org/wiki/La_clemenza_di_Tito
* K.
* opera seria
* Wolfgang Amadeus Mozart
* libretto
* Caterino Mazzolà
* Pietro Metastasio
* The Magic Flute
* Estates Theatre
* opera seria
* Domenico Guardasoni
* coronation
* Leopold II, Holy Roman Emperor
* Bohemia
* Joseph II
* French Revolution
* [1]
* castrato
* libretto
* Titus
* The Lives of the Caesars
* Suetonius
* Antonio Caldara
* Gluck
* Josef Mysliveček
* version
* Antonio Salieri
* Don Giovanni
* secco recitatives
* Franz Xaver Süssmayr
* [2]
* L'italiana in Algeri
* Il barbiere di Siviglia
* La Cenerentola
* Maria Luisa of Spain
* Alfred Meissner
* [3]
* Estates Theatre
* [4]
* John Braham
* Nancy Storace
* The Marriage of Figaro
* [5]
* La Scala
* [6]
* Berkshire Music Center
* [7]
* Alfred Einstein
* magnanimity
* [8]
* Stanley Sadie
* [9]
* citation needed
* Salzburg Festival
* Peter Sellars
* [10]
* [11]
* Dutch National Opera
* Deutsche Oper Berlin
* Teodor Currentzis
* Felsenreitschule
* Glyndebourne
* [12]
* Los Angeles Opera
* James Conlon
* Russell Thomas
* [13]
* Metropolitan Opera
* opera
* flutes
* oboes
* clarinets
* basset clarinet
* basset horn
* bassoons
* French horns
* trumpets
* timpani
* strings
* Basso continuo
* recitativi secchi
* cembalo
* violoncello
* fortepiano
* Vespasian
* Berenice of Cilicia
* basset clarinet
* obbligato
* Capitol
* The Senate
* rondo
* basset horn
* amphitheatre
When and how to slow things down.
https://hbr.org/2018/06/why-new-leaders-should-be-wary-of-quick-wins?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod&referral=00203
* The More Senior Your Job Title, the More You Need to Keep a Journal
Chronic stress was rampant even before the pandemic. Leaders can’t ignore it any longer.
https://hbr.org/2021/02/beyond-burned-out?utm_medium=email&utm_source=bigidea_burnoutcrisis&utm_campaign=promo_20210211&utm_content=bilist&deliveryName=DM118575
* 2.6 billion people had gone into lockdown
* 81% of the global workforce were fully or partially closed
* 10 million to 200 million
* the concept of occupational burnout originated in the 1970s
* World Health Organization finally included burnout in its International Classification of Diseases,
* six main causes
* survey
* the Maslach Burnout Inventory General Survey
* the Areas of Worklife Survey
* feelings of loneliness
* long hours and chronic underpay
* research
* research
* article
* Musk tweeted
* employees of Uber shared in 2017 that working until 1 or 2 AM was typical at the company
* New York Times article about Amazon
* claw it back
* Some retailers
* Research from Gallup
* According to the Center for American Progress,
* The Surprising Science of Meetings
* 55 million meetings a day were held in the United States alone
* organizations wasted $37 billion annually
* study
* has increased by 13%
* 48 minutes longer
* Our brains find it more challenging to process nonverbal cues
* research
* Is this meeting necessary
* defines
* Empathetics
* highly correlated with enhanced well-being
* Empathetic leadership
* average an adult will say “I’m fine” 14 times a week, though only 19% of people really mean it
* establish and build friendships
* JLL survey of more than 2,000 employees across 10 countries
* hybrid solutions
* has been a primary regret
Just because leadership feedback is positive doesn’t mean it’s helpful.
https://hbr.org/2021/02/research-men-get-more-actionable-feedback-than-women?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM118765
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* Gender
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* much slower than for men
* developmental feedback
* feedback on past performance
* study
* analyzing political Tweets
* personal vision
* past research
* Elena Doldor
* Madeleine Wyatt
* Jo Silvester
* Tweet
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Five tips to save you from yourself.
https://hbr.org/2021/02/how-to-stop-overthinking-everything?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM118765
* Studies
* mental pattern matching game
* study
* thin-slicing
* hundreds of decisions
* Parkinson’s Law
* worry time
How IBM, Alibaba, Slack, and others are adapting for a remote-first or hybrid future.
https://hbr.org/2021/02/wfh-doesnt-have-to-dilute-your-corporate-culture?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM118032
* Work from Home Pledge
* research shows
* Future Forum study of knowledge workers
* According to FlexJobs
* Future Forum’s own research
Four ways to get better at failing.
https://hbr.org/2021/01/good-leaders-lose-with-grace?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=leadership_activesubs&utm_content=signinnudge&deliveryName=DM117561
* Stewart Butterfield
* acquired by Salesforce
* definition
* wrote in HBR
* greater psychological safety
* study
* negative emotions
* Doris Kearns Goodwin
* the late John McCain in 2008
* Enron
* Wells Fargo
* Dick’s Sporting Goods
* Numerous retail and restaurant companies have had to declare bankruptcy
Even if they seem remorseful, research finds their behavior is unlikely to change.
https://hbr.org/2021/01/stop-making-excuses-for-toxic-bosses?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=leadership_activesubs&utm_content=signinnudge&deliveryName=DM117561
* outcomes
* recent study
* called
* appears to be making amends
* notoriously ruthless toward his staff
* wrote in a memoir
* past studies
* gets worse
* past research
* can be draining
* Some have recommended
You need a foundation of trust, transparency, and self-awareness.
https://hbr.org/2021/01/7-strategies-to-build-a-more-resilient-team?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=leadership_activesubs&utm_content=signinnudge&deliveryName=DM117561
* identified resilient, high-functioning teams
* GoForwardToWork.com
* Psychological safety
Organisations are built of constraints ("rules"), which enable and constrain the emergence of particular behaviours. Systems thinking challenges us to break these established rules and make sense of organisational complexity in new ways.
https://pigontracks.substack.com/p/4-the-parable-of-the-hedge-maze
* Luke Craven
* first issue
* here
* Matata railway bridge
* Kiwi 360
* Corrigan
* Snowden
* Juarrero
* energy-minimising cognitive systems
* seeking the wrong goal
* been shown
* bullshit jobs
* law of requisite variety
* this book
* used more broadly
* one of their general features
* Share Pig on the Tracks
* www.lukecraven.com
* @LukeCraven
* here
* luke.k.craven@gmail.com
Breaking up your day by going outside can boost your mood, brainpower, and creativity.
https://hbr.org/2021/02/dont-underestimate-the-power-of-a-walk?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM118032
* Why Walking Helps Us Think
* memory
* attention
* new connections
* staving off the usual withering of brain tissue
* can improve our sleep, thinking, and learning
* you can improve your self-esteem and your mood with just five minutes of exposure to nature
* walking is a proven creativity booster as well
Systemic and non-systemic thinking are both useful, though often contradictory, ways of seeing the world. We need rules of engagement to help us more critically engage with both styles of thought.
https://pigontracks.substack.com/p/2-varieties-of-thinking
* Luke Craven
* first issue
* here
* reinforce linear thinking
* skew our understanding
* not systemic
* rely on
* zoom out
* previously written
* shown to encourage
* can result
* often said
* Share Pig on the Tracks
* www.lukecraven.com
* @LukeCraven
* here
* luke.k.craven@gmail.com
On complexity, faith, and things we can't explain.
https://pigontracks.substack.com/p/5-systems-thinking-as-spiritual-practice
* Luke Craven
* first issue
* here
* On Being
* previously written
* Plato’s warning
* Stuart Kauffman
* has said
* Gerard Manley Hopkins
* theory of natural selection
* Poems of Gerard Manley Hopkins
* Darwin’s finches
* Genesis 1:26-28
* non-Western
* Indigenous
* eco-centric
* Share Pig on the Tracks
* www.lukecraven.com
* @LukeCraven
* here
* luke.k.craven@gmail.com
Basin bias is common in attempts to map complex systems. While unavoidable, we need to challenge basin bias in our work to help achieve meaningful systems change.
https://pigontracks.substack.com/p/3-the-perils-of-basin-bias
* Luke Craven
* first issue
* here
* attractor basins
* stability landscape
* source
* Causal loop maps
* what drives obesity?
* why don’t people have access to decent housing?
* earlier piece
* Referenced heavily
* Does the flap of a butterfly’s wings in Brazil set off a tornado in Texas?
* struggles to think
* fitness landscapes
* seascape
* Share Pig on the Tracks
* www.lukecraven.com
* @LukeCraven
* here
* luke.k.craven@gmail.com
Leadership is about behaviors, and even highly motivated managers fall back on old-habits in the face of too much stress and too much to do. With today’s digital technologies it’s easier than ever before for leadership development professionals to add behavioral nudge campaigns into their toolbox.
https://www.forbes.com/sites/kevinkruse/2019/01/16/leadership-ai-behavioral-nudge-engine/?sh=6aa5710bbd91
* LEADx.org
A four-step process for closing the gap
https://hbr.org/2017/11/turning-potential-into-success-the-missing-link-in-leadership-development?ab=at_articlepage_recommendedarticles_bottom1x1
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* Managing organizations
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* shows that 51%
* while 55%
* from Indeed.com,
* “21st-Century Talent Spotting”
* Claudio Fernández-Aráoz
* It’s Not the How or the What but the Who
* Andrew Roscoe
* Kentaro Aramaki
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Chuck Feeney, who donated heavily to NI causes, achieves his goal of giving away his $9bn fortune.
https://www.bbc.com/news/uk-northern-ireland-54300268
Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face.
https://hbr.org/2006/10/the-tools-of-cooperation-and-change
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* Clayton M. Christensen
* Matt Marx
* hstevenson@hbs.edu
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Four ways to improve efficiency at the organizational level.
https://hbr.org/2021/01/productivity-is-about-your-systems-not-your-people?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM114222
* Inbox Zero
* Pomodoro technique
* Eisenhower matrix
* Getting Things Done
* overwhelmed by work
* buried in email
* focus on critical priorities
* complex organizations defined by interdependencies among people
* argued
* Out of the Crisis
* a system of tiered daily huddles
* predictable time off
* bat signal
* Marshall McLuhan argued
* “lattice” structure of management
How speculative imaginations are providing tools to act for change.
https://sojo.net/magazine/november-2020/octavia-butler-and-toni-morrison-gave-us-new-eyes-see
Stop reinforcing silos, and start building bridges.
https://hbr.org/2021/01/cross-team-meetings-dont-have-to-be-a-waste-of-time
* waste of words and time
* struggle to work across silos
* reenlisted to prioritize
Challenge teams to continue building on successful experiments.
https://hbr.org/2021/01/how-to-scale-a-successful-pilot-project
* evidence
* why good projects fail anyway
* Hawthorne effect
* 100,000 Homes Campaign
* Community Solutions
* article
* 100-Day Challenge Bootcamps
* were
* inspired
* by
A little prep can go a long way.
https://hbr.org/2021/01/crush-your-next-virtual-presentation
* relies on microexpressions of the human face
* proven to increase engagement
* shows that facilitating meetings in an active way
* 2007 study found
Research shows that feeling powerless can make anyone more susceptible.
https://hbr.org/2020/07/how-to-inoculate-your-team-against-conspiracy-theories?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM113702
* a hostile attack, a hoax perpetuated by Big Pharma, or even a side effect of 5G networks.
* rejecting medical recommendations
* burning cell towers out of fear of 5G technology
* our research
* Research shows
* promotion-focused
* prevention-focused
* locus of control
* concentric circles
* single story
* macromanaging
* holding
* some leaders have been reluctant to mandate masks
* definitive scientific evidence
* loss
You don’t need to pretend to have all the answers.
https://hbr.org/2021/01/good-leadership-is-about-asking-good-questions
* research
* connect
* Anxiety
We might best know how to be bored once we understand what boredom really is.
https://www.vice.com/en/article/v7mzbx/how-to-deal-with-boredom?ref=briefingday.com&curator=briefingday.com&utm_source=briefingday.com&utm_medium=email&utm_source=ActiveCampaign&utm_medium=email&utm_content=How+to+be+Bored+%5BBest+Reads%5D&utm_campaign=We
* wrote that
* Health
* How to Be OK With Being Alone Right Now
* a recent preprint
* Why It’s Good to Be Bored
* How Boredom Can Spark Creativity
* wrote
* The
* Harvard Business Review
* wrote recently
* a survey
* alcohol
* has written
* Health
* Why We Sigh
* one study
* wrote a chapter
* Health
* Can You Feel Your Heartbeat? The Answer Says a Lot About You
* writing that
* Health
* 57 Things to Do Remotely With Friends in Quarantine Beyond 'Catching Up'
* often-cited study
* explained
* Bored and Brilliant: How Spacing Out Can Unlock Your Most Productive and Creative Self
* wrote
* Identity
* How to Make Your Pandemic Holiday Feel Like a HOLIDAY
* Health
* You Don’t Have to Work On Yourself Forever
* What to do when you’re bored
* Health
* TikTok's 'What I Like About People' Trend Is Like a Gratitude Journal, But For Humanity
* nostalgic memories
* Twitter
Transformative justice is more crucial than ever. Sarah Fathallah believes researchers are primed to assist in this critical moment if we can "move at the…
https://dscout.com/people-nerds/sarah-fathallah
* Creative Reaction Lab
The latest wave of Covid-19 is pushing us to new depths of personal resilience.
https://hbr.org/2020/12/how-to-lead-when-your-team-is-exhausted-and-you-are-too?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM111037
* adrenaline-fueled response in the spring
* false dawn about the recovery over the summer
* The Challenges of the Disengaged Mind
* Battle Mind
* compassion and containment
* global survey conducted by Mercer
* demonstrated
* has defined the goal to
Five questions to ask when you’re working with someone for the first time.
https://hbr.org/2020/12/collaborating-with-someone-you-dont-really-know?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM111037
* Stanford study
* slow down decision-making
* estimated to take up 80% of an employee’s time —
* 2019 survey by Slack
* increase the likelihood that goals will be met by 95%
What they learned, what they’re grateful for, and what they want to remember.
https://hbr.org/2020/12/hbr-readers-reflect-on-2020?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM111037
* cataclysmic shifts
* gratitude
* audience@hbr.org.
Coined by Carl Rogers, we take a look at the psychology of unconditional positive regard in counselling, social work, and parenting. (Includes Activities)
https://positivepsychology.com/unconditional-positive-regard/
* download our 3 Positive Psychology Exercises for free
* here
* client-centered therapy
* self-determination
* happy life
* therapist
* relational-based issues
* self-confidence
* love and acceptance
* self-esteem
* self-actualization
* affirmations
* this page
* Amazon
* Amazon
* Amazon
* Amazon
* Amazon
* Amazon
* Amazon
* Amazon
* Amazon
* Amazon
* compassionate
* download our 3 Positive Psychology Exercises for free
* Positive Psychology Toolkit©
Every company faces a learning dilemma: the smartest people find it the hardest to learn.
https://hbr.org/1991/05/teaching-smart-people-how-to-learn
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* HBR’s 10 Must Reads on Managing People
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Innovation Series: Douglas Ferguson talks to Christina Wodtke, author and lecturer at Stanford University about the work she does with her students, the importance of lining up one’s values with the values of the company they choose to work for, and the ethics of innovation.
https://medium.com/voltage-control/banning-the-word-innovation-in-the-work-of-an-innovation-team-85008691c770
What you name meetings may actually affect their outcome. Instead of defaulting to "meeting" change up your taxonomy for optimum productivity.
https://medium.com/voltage-control/rename-your-meetings-1a5f77ad7796
* prototype
* meeting mantras
* no prototype no meeting
* do the work in the meeting
* about
* meeting systems
In this article, Nir interviews Gleb Tsipursky about how “follow your gut” can be wrong, and often dangerous, advice.
https://www.nirandfar.com/follow-your-gut/
* cognitive biases
* cutting-edge research
* terrible long-term choices
A cognitive bias like fundamental attribution error, confirmation bias or hyperbolic discounting lead to terrible life choices for your future self.
https://www.nirandfar.com/fundamental-attribution-error/
Try this research-backed hack that leverages loss aversion and defeats hyperbolic discounting to build your habits and routines.
https://www.nirandfar.com/goal-setting-hack/
* make time for it every day
There are reasons why we say yes when we mean to say no. But, it's crucial to understand the power of no when it comes to success and innovation.
https://www.nirandfar.com/the-power-of-no/
* scarcity can boost desire
* scarcity heuristic
* Kevin Systrom
* a personal offer
* believed in his own vision
Start asking for advice instead.
https://hbr.org/2020/11/stop-asking-for-feedback?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
* actually negatively impacts performance
* women received feedback that was less likely to be tied to business outcomes
* backward-looking
* shows how this plays out
* one study
* make it more useful
* ignore it
Researchers identified what they say — and how they say it.
https://hbr.org/2020/11/what-inclusive-leaders-sounds-like?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
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* Quantified Communications
* take the time to understand your audience
* Research has identified
* authenticity as “consistent emotional labor.”
* Noah Zandan
* Quantified Communications
* Lisa Shalett
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Decide what success looks like and work backwards from there.
https://hbr.org/2020/11/when-managing-through-ambiguity-develop-a-clear-vision?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
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* Decision making
* Leer en español
* Cheryl Strauss Einhorn
* areamethod.com
* DECISION MAKING
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Five tips backed by neuroscience and psychology.
https://hbr.org/2020/11/write-to-reward-your-reader?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
* simple words
* specific language
* aesthetic features
* metaphor
* pleasure hotspots
* researched
* Researchers Byoung-Hyoun Hwang and Hugh Hoikwang Kim
* Scientists have shown
* comes programmed
* Jonah Berger and Katherine Milkman
* hints of connection
* Experiments with poems
* We are driven
* song lyrics and poems
* vehicle for sharing lessons.
* researchers who looked at two kinds of business crowdfunding campaigns
Research shows that arrogance spreads socially.
https://hbr.org/2020/11/overconfidence-is-contagious?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
* whose massive acts of accounting fraud, corruption, and deception
* dysfunctional corporate culture
* many employees felt like they were part of an elite group and believed they were smarter than everybody else.
* recently conducted research
* overconfident leaders put their firms at risk
Four strategies for building bridges instead of walls.
https://hbr.org/2020/11/disagreement-doesnt-have-to-be-divisive?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
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* Difficult conversations
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* research
* recent research
* research
* Xuan Zhao
* research
* research
* another study
* Francesca Gino
* behavioral scientist
* Rebel Talent: Why It Pays to Break the Rules at Work and in Life
* Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan
* @francescagino
* DIFFICULT CONVERSATIONS
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Five common traps and how to avoid them.
https://hbr.org/2020/11/is-self-sabotage-burning-you-out?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
* triggered by stressors differently
* resistant to burnout
* emotional intelligence skills
* destructive behaviors
* good for you and your career
* set better boundaries to protect your recharge time
* How can I get things done without the heavy burden of it having to be perfect?
* imposter syndrome
* overworking
* Breaking free from this trap
* make self-compassion
* pushing yourself too hard
* pursuing a passion outside of work
* individuals tend to cope with stressors in two different ways
* Study
* study
* mindfulness practices can help us combat stress
Four tips to improve your follow through.
https://hbr.org/2020/11/make-mindfulness-a-habit?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM106942
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* Emotional intelligence
* Leer en español
* importance of mindfulness
* how to practice it in the workplace
* meditation apps
* second
* Mindful on Wall Street
* (although there have been attempts to create one).
* Search Inside Yourself
* University of Massachusetts’s MBSR program
* Matthias Birk
* EMOTIONAL INTELLIGENCE
* Follow this topic
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Since the time of Aristotle, humans have used the three pillars of persuasion: pathos, ethos, and logos. This articles looks at the meanings and uses of these persuasion techniques.
https://owlcation.com/social-sciences/three-pillars-ethos-logos-pathos
* Ace English Class: Literary Terms for Poetry
* Poetry of the American Revolution Era
If you’re afraid to ask for help and think that showing your vulnerability is bad, you’re hindering your way to success. Here’s how to seek the right kind of help to achieve greatness.
https://www.lifehack.org/813029/learn-to-ask-for-help
* our confidence
* reason why
* positive spiral
* this article
* Isaiah Rustad via unsplash.com
What to say to tell your boss you’re overwhelmed by a long to-do list or ask a coworker to take on some of your heavy workload.
https://forge.medium.com/how-to-ask-for-help-at-work-6cceea788edc
* 2018 Gallup study
* 2010 study
* from 2008
* Vanessa Bohns
* Michael Woodward
* Career Contessa
* bragging about how many hours you work
There are four times when you need to swallow your pride and ask for help at work.
https://www.themuse.com/advice/4-times-you-just-need-to-suck-it-up-and-ask-for-help-at-work
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Prof. Loretta J. Ross is combating cancel culture with a popular class at Smith College.
https://www.nytimes.com/2020/11/19/style/loretta-ross-smith-college-cancel-culture.html
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Researchers asked: What if an algorithm actively seeks out job applicants it knows less about, in order to continuously improve our understanding of which candidates will be a good fit?
https://www.fastcompany.com/90575394/design-of-hiring-algorithms-can-double-diversity-in-firms
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It’s about experts leading experts.
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Five strategies for when you’re just over it.
https://hbr.org/2020/11/feeling-overwhelmed-heres-how-to-get-through-the-workday?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM104756
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No matter how big the job, work shouldn’t come at the expense of everything else.
https://hbr.org/2020/11/how-to-be-a-visionary-leader-and-still-have-a-personal-life?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM104756
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How to feel more confident, connected, and in control — during the pandemic and beyond.
https://hbr.org/2020/11/a-way-forward-for-working-parents?utm_medium=email&utm_source=bigidea_workingparents&utm_campaign=promo_20201112&utm_content=bilist&deliveryName=DM105359#anchor
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You don’t want your team to think you don’t care.
https://hbr.org/2020/11/stay-cool-under-pressure-without-appearing-cold?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM104756
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With machine learning, companies and governments can predict an awful lot about you.
https://hbr.org/2020/10/when-does-predictive-technology-become-unethical?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=technology_activesubs&utm_content=signinnudge&deliveryName=DM105363
* predict race based on Facebook likes
* to identify and track the Uighurs
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* apocryphal
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* says Clare Garvie
* identify and track members of the Uighurs, an ethnic group
* warns that this potential extends beyond China
Four common traps to avoid.
https://hbr.org/2020/11/youre-delegating-its-not-working-heres-why?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM105521
* one-size-fits-all approach to delegation
* quality of your questions
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Lessons from an Obama White House staffer.
https://hbr.org/2020/11/how-to-brief-a-senior-executive?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM105521
We’re running an experiment finding out if agile pods can work for marketing. Here’s what we’re solving for & what your team can learn from our journey.
https://www.atlassian.com/blog/teamwork/agile-pods-marketing-department-example?utm_source=newsletter-email&utm_medium=email&utm_campaign=work-life-blog-nov-11-2020_EML-7795&jobid=104852954&subid=1557386899
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And business can lead the way.
https://hbr.org/2016/07/the-antidote-to-our-anxious-times-is-a-learning-mindset
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How to unleash innovation, energy, and commitment
https://hbr.org/2019/11/the-leader-as-coach
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Debunking three common misconceptions.
https://hbr.org/2016/01/what-having-a-growth-mindset-actually-means
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The theory of defensive pessimism suggests that imagining—and planning for—worst-case scenarios can be more effective than trying to think positively.
https://www.theatlantic.com/health/archive/2014/09/dont-think-positively/379993/
* macaron
* for 186 weeks.
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It’s easy to be paralyzed by doubt and fear during tough times.
https://hbr.org/2020/11/self-compassion-will-make-you-a-better-leader?ab=hero-subleft-1
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You just have to put in the work.
https://hbr.org/2020/11/anyone-can-learn-to-be-a-better-leader?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=leadership_activesubs&utm_content=signinnudge&deliveryName=DM104272
* humans do
* encouraging proactivity
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Sometimes focusing on the worst-case scenario helps. Sometimes it doesn’t.
https://hbr.org/2020/11/how-to-brace-yourself-for-disappointment?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM104407
* all of the mistakes I’ve made along the way
* Bring Your Brain to Work: Using Cognitive Science to Get a Job, Do it Well, and Advance Your Career
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* breathing slowly and consciously
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* overconfident
* extensive research
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* avoid all negative feelings
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Five research-backed strategies to broaden your worldview — even when your world is shrinking.
https://hbr.org/2020/11/how-to-stay-creative-when-life-feels-monotonous?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM104407
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* OBSERVE, COLLECT, DRAW!
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Corporate responsibility may be trendy, but it’s rooted in a concept that’s thousands of years old.
https://hbr.org/2020/11/successful-companies-live-up-to-this-ancient-greek-ideal?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM104407
* recent PwC report
* exploded
* consistently outperform
* innovative
* resources
* greenwashing
* corporate purpose
* long dead
* definitively shown
* now-famous project
* Project Aristotle,
* research
* challenging
* social and environmental issues
Five strategies to combat toxic negativity.
https://hbr.org/2020/10/how-to-thrive-when-everything-feels-terrible?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM104407
* Witnessing rudeness
* Mere exposure to rude words
* Dysfunctional and aggressive thoughts (and sometimes actions) skyrocket
* a productive way to counter those effects
* buffer them from distractions, stress, and negativity.
* the media you consume,
* it’s ten times more damaging to our sense of thriving if we verbalize a thought than if we just think it
* struggle on basic tasks.
* with cognitive decline and Alzheimer’s disease
* neutral thinking
* benefits of gratitude
* reduces stress
* hope molecules
* Sleep is also important.
* low levels of joviality
* , lower levels of trust
* workplace deviance
* unethical behavior
* hurts the relationship between leaders and their followers
* diminishes how much help people provide to others.
Don’t reserve your best business thinking for your career.
https://hbr.org/2010/07/how-will-you-measure-your-life
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The US election next week feels like a planetary watershed moment, with implications well beyond the United States. This moment has an exterior and an interior dimension.
https://medium.com/presencing-institute-blog/the-darkest-hour-is-just-before-the-dawn-cc4df0749108
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A new model based on some of the world’s most successful leaders.
https://hbr.org/2020/10/what-it-takes-to-lead-through-an-era-of-exponential-change?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM103442
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A three-part framework.
https://hbr.org/2020/10/what-health-care-can-teach-other-industries-about-preventing-burnout?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM103442
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* 20% of the week
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Creating an “It’s okay to…” list will help your employees feel less anxious.
https://hbr.org/2020/10/write-down-your-teams-unwritten-rules?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM103442
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It frees up more time for deep work.
https://hbr.org/2020/10/successful-remote-teams-communicate-in-bursts?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=insider_activesubs&utm_content=signinnudge&deliveryName=DM103442
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Best practices for all-remote organizations
https://hbr.org/2020/11/our-work-from-anywhere-future?utm_medium=email&utm_source=newsletter_perissue&utm_campaign=bestofissue_activesubs_notdigital&deliveryName=DM102022
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Concrete advice for a squishy challenge
https://hbr.org/2020/11/how-to-develop-your-leadership-style?utm_medium=email&utm_source=newsletter_perissue&utm_campaign=bestofissue_activesubs_notdigital&deliveryName=DM102022
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Five sets of questions to help guide you.
https://hbr.org/2020/10/a-framework-for-leaders-facing-difficult-decisions?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM101853
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These tips may be popular, but they don’t hold up in the real world.
https://hbr.org/2020/10/4-pieces-of-career-advice-its-okay-to-ignore?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM101853
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Encourage your team to disagree, dissent, and challenge the status quo.
https://hbr.org/2020/10/to-foster-innovation-cultivate-a-culture-of-intellectual-bravery?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&deliveryName=DM101853
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