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.
Here is yet more information on this topic for women and their career development:
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.
“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.”
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?
Here’s a thought-provoking article from today’s Fortune Magazine.
I love the idea of scrapping the “hard” and “soft” leadership skills, (often implying that “soft” is less substantial or less powerful), and replacing this with “hot” and “cool” leadership styles.
What do you think?
I can’t tell you how many times I have heard from one of my coaching clients, “I keep wanting to talk with her/him (their boss) about this, but she/he keeps canceling our meetings. I haven’t had a one-on-one with her/him in months!” This is an engagement killer.
Direct reports with important concerns, great ideas, and positive news are unable to communicate them in a timely manner, and generally feel put-off and devalued.
Not only does this practice destroy your best people’s engagement, it trains them that they must “catch you on the fly” if they are to get your attention… As the article states, this is a “recipe” for increased interruptions and “putting out fires” on your part.
When an organization is at its most vulnerable point, it is also most poised to rebuild itself. At these seemingly disastrous moments, the risks and rewards normally associated with innovation are reversed.
Here’s an article from the amazing Jeff Degraff, the “Dean of Innovation” at the Ross School of Business at the University of Michigan. In it Jeff makes a powerful point, “Why Courage is More Important than Creativity” and gives a real and highly effective case study example.
We know that getting more women on teams can boost performance. The examples are numerous: Citing private internal research of 20,000 client teams, EY’s vice chair Beth Brooke has said that the more diverse teams had higher profitability and great client satisfaction than non-diverse teams. And professors Anita Woolley and Thomas W. Malone have learned that increasing the number of women on a team also increases its collective intelligence.
Yet when it comes to one of the most important “teams” a company has — its board of directors — the United States seems to have hit a ceiling of about 16% women, with little by way of national efforts by government or business to increase that number.