I love these counterintuitive tricks designed to help you be more productive fast. These are especially good for times when you are feeling “stuck” or just are having a hard time getting going on an important project or anything that involves creativity or writing.
What helps you get going when you are not being productive? Please share your ideas in the comments section.
It’s fascinating how very small changes over time can make a huge difference. Here’s a post from my friend and colleague , Josh Linker, with what I think is a brilliant way of implementing this principle into our lives.
What do you think? Are you willing to, (as he suggests), “give this a whirl” for 30 days? If not, what works better for you? I’m interested in your ideas.
A ten year longitudinal study on executive transitions found that more than 50% of executives who inherit a mess fail within their first 18 months on the job. Also uncovered by the study were the numerous landmines for leaders in this situation. Based on this research and my experience, here are six things the most effective leaders do to avoid failing in a new role.
Mistakes enable growth. Setbacks are a given. How do you handle them?
Do you let the problem paralyze you, or do you use it as learning experience? Here are coping mechanisms and mental approaches that are scientifically proven to help you better handle missteps, bounce back from setbacks, and, even use them to your advantage.
Congratulations—you’ve been asked to lead a change initiative! But there’s a catch—its success hinges on the cooperation of several people across your organization over whom you have no formal authority.
If you’re like most managers, you’re facing this sort of challenge more often these days because of flatter management structures, outsourcing, and virtual teams. Read on to get the rest of this excellent HBR article on this essential skill:
“Almost every organization benefits from having the right partners. Unfortunately this seemingly natural bias to partner leads to bad choices without a strategic approach to partnerships and guiding criteria.
The most valuable partners 1) share interests and 2) have differentially valuable strengths.
So, partner with organizations that meet both criteria and work with other organizations in other ways.”