In this final installment of his series, Markku Allison explores how we can dramatically improve the flow of understanding if we are just a little bit more rigorous in making sure we are on common ground with the words we use and the meanings we intend.
“One of the toughest things about a rut is acknowledging that you are in one,” says Daniel Gulati, a tech entrepreneur and author.
Even exciting jobs have boring days. And when you’ve been doing the same tasks, going to the same office, and working with the same people day in and day out, you’re bound to fall into a rut on occasion. When that happens, how do you recognize what’s happening and counteract it? What can you do to revive your interest in your work?
Here’s some great information from Gulati, and esteemed University of Michigan researcher and professor, Gretchen Spreitzer about how to do just that, including a couple of very useful case examples:
It’s the key to collaboration.
Here ,Brian Uzzi , the Richard L. Thomas Professor of Leadership and Organizational Change
at Northwestern’s Kellogg School of Management and the codirector of the Northwestern Institute on Complex Systems (NICO), presents the concept of “multivocal leadership.”
Multivocal leadership is not about gaining technical proficiency in multiple areas, but instead, it’s about leaders identifying directly or vicariously through others to fluently broker communication among teammates and guide collaboration.
Imagine you step onto a tennis court, facing a partner that’s at least 50% better than you.
As you volley back-and-forth, you notice the precision of your shots, the power of your serve, and the intensity of your game. Your stronger opponent has raised your level of play, helping you push to new heights of performance.
This is interesting although discouraging data, but likely not surprising to many. What has been your experience been like?
I’d love to hear about exceptions to this, and, the reasons you think they have occurred.
You know you need feedback to learn and grow, yet most people are not good at asking for it.
While receiving feedback can be “a stressful experience,” here are some great ideas about specifically how and why we should request it more often:
“It’s the mortar, not just the bricks, that makes a building strong. The mortar, in a strong team, is social capital: mutual reliance, an underlying sense of connectedness that builds trust.”
Here’s something amazing from Margaret Heffernan, who is widely regarded as one of the most successful women business leaders in the world.
Essay: The secret ingredient that makes some teams stronger than others
Here also is a link to my previous interview with her on my radio show, “The Leadership Focus.”
A great article about positioning from within the organization for power, regardless of formal position or title.
Josh Linkner, who is one of my favorite authors has done it again. Here’s a great blog post that every leader should read and think about.
What are you ready to unlearn?