Reliability: Deliver on your promises to improve your trust quotient
Currently I am doing research about effective online networking practices in the time of Covid. More on the results early next year when they are ready.
In the process I have become aware of the idea of a Trust Equation, from the book The Trusted Advisor. The authors have developed a self-assessment tool so you can see how you fare on this equation.
Structure your discussions for better outcomes
Recently I have been working with some student project teams. In preparation for the discussions, I read Coaching for Performance by Sir John Whitmore. It is the 25th anniversary edition, and the ideas have been around since 1992.
The GROW model is a foundation of the book: Goal, Reality, Options and Will. It describes the process of going through each of these steps, be it a discussion with an individual, a team or an organization.
Exercises can help to improve your response to recurring management challenges
Recently I have been to physiotherapy to see if I can heal a lingering case of tendonitis in my “goose foot tendon”. It seems to be getting better, and the recommendation is that I need to “strengthen the core”. Specifically I need to do balance exercises to strengthen my hip muscles to relieve the strain on the muscles around the knee.
Strengthen the core seems an appropriate metaphor for recurring management challenges as well. Emotional situations can get me out of balance. In my search for insights, I read the book Emotional Agility by Dr. Susan David. She suggests that emotions are teachers. They contain information that can help us figure out what matters to us – and to others.
Why simpler relates to better learning
Recently I watched a webinar from Harvard Business School Publishing (HBSP) presented by Bill Schiano. HBSP has been an excellent resource for online teaching tips, and Bill has been one of the most insightful presenters. One tip from this webinar was to reduce extraneous load.
Bill shared insights from the book Cognitive Load Theory in Action, suggesting that when we learn, we have a finite amount of working memory in which to absorb new information. We need to reduce the extraneous so our listeners can focus on the important.
Go back to your values
Recently I read Think Again by Adam Grant. His premise is that approaching life with a more scientific mindset can help you be more adaptive and innovative as compared to an approach of preacher, prosecutor or politician.
The final chapter was particularly insightful. Chapter 11 is titled “Escaping tunnel vision: Reconsidering our best-laid career and life plans”. When making a review, Grant suggests to go back to our values.
This is the third time in the past few months that I have heard the advice “go back to your values,” so I decided to explore further.
Are you prepared to refreeze?
This Covid change process is getting old. Last spring we responded to a crisis and opened up quickly for change. We have been adapting ever since. I am fine with adapting, but will it ever end?
Kurt Lewin’s change model describes the need to unfreeze, change and refreeze. My favorite image illustrating this concept comes from this article by MindTools:
Building social connections virtually
In our dramatic switch to online working and learning, we have learned how to navigate virtual activities. We find that tasks can be handled in a virtual environment, sometimes even better.
Inspiration from the prairie
Like many young girls growing up in the American midwest, I read the “Little House” books by Laura Ingalls Wilder. One summer on vacation we even visited the Ingalls’ homestead in DeSmet, South Dakota. The South Dakota prairie is flat, flat, flat and in the winter it can be cold, cold, cold with the wind and snow blowing across it.
Learn how from research on virtual teams
In our new Zoom environment, we are all adapting to remote working and learning. And we find that some things actually work better while some things are more difficult.
Building trust is one of the more difficult elements, yet it is one of the most important for effective virtual teams.
When you can’t meet new people, why not reconnect with people with whom you have lost touch
In this time of staying at home, meeting new people is difficult, if not impossible.
If you need to reach out to generate new ideas or for job leads, consider awakening your sleeping ties instead.
