Most employees worry that setting boundaries gives the impression that they aren’t a dedicated worker, but in reality the opposite may be true.
It may be that those who don’t set healthy boundaries are not coming to work as refreshed, engaged or productive as their cohorts, or, simply that their time is not perceived to be as valuable because as others because they are not demonstrating its value.
In any case, I do know as a leader, it’s hard to keep track of everything that each person has on their plate so it is important to learn to handle requests which would result in over-load effectively and with diplomacy.
The conventional wisdom about 21st century skills holds that students need to master the STEM subjects — science, technology, engineering and math — and learn to code as well because that’s where the jobs are. It turns out that is a gross simplification of what students need to know and be able to do, and some proof for that comes from a surprising source: Google.
One of the best articles about leadership I’ve read in a long time.
The authors state, “To truly engage other human beings and create meaningful connections, we need to silence our inner voices and be fully present — and being more mindful can help.” This requires discipline to stay on task and skill.
Sometimes, executive coaching reveals that the person being coached is in the wrong role. When this becomes clear, bosses too often prematurely conclude that they have to fire the person or that the coaching was a waste.
Here is a short, but very useful article that I totally agree with. It both suggests adopting another perspective and provides a number of alternative options to approach this outcome.
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.
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.”