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Will Governments Restrict Foreign Access to Pandemic Supplies?

Harvard business - Mon, 03/23/2020 - 07:00

Reverse protectionism is a threat to global health — and business.

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That Discomfort You’re Feeling Is Grief

Harvard business - Mon, 03/23/2020 - 06:05

The coronavirus pandemic has led to a collective loss of normalcy.

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Why Leaders Need Meditation Now More Than Ever

Harvard business - Sun, 03/22/2020 - 13:00

Three simple practices to help you and your team through these stressful times.

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The ART of Effective Goal Setting

Hr Bartender - Sun, 03/22/2020 - 02:57

Regular readers of HR Bartender know I’m a fan of SMART goal setting. SMART is an acronym for specific, measurable, actionable, responsible, and time bound. I think it’s a very flexible model and can be used for multiple activities – everything from operational plans to meeting minutes to individual goals.

Last year, at Saba Software’s Insight Conference, I learned a new way to use SMART. And that’s to write it backwards. Yep, turn SMART into TRAMS. While the letters still represent the same concepts, it does allow us to approach goal setting a little differently.

Time bound. When do we need to have something done? Meaning, what’s our deadline? Often a deadline drives what actions the organization is able to take.

Responsible. Who needs to be involved? Those people need to be in the room during the decision making and goal setting process.

Actionable. What are we trying to accomplish? In addition, this is an opportunity for the organization to ensure that the team has the knowledge, skills, and abilities to get the job done.

Measurable. What’s the expected outcome? Then, the organization should define how they will measure the outcome and where the data will come from.

Specific. Is the goal easy to understand? Everyone on the team needs to be able to talk about the goal and how it will be accomplished.

When I use the traditional SMART model, I think of it as a goal setting guide. Specific – What do we want to do? Measurable – How will we know when we get there? Actionable – What are the steps or actions we need to take? Responsible – Who will do them? And time bound – When will it be done? SMART goes from high level ideas to the nitty gritty details.

With TRAMS, it feels more like goal achievement. Time bound – When do we want to see results? Responsible – Who’s on the team? Actionable – What are we going to do? Measurable – What outcomes are we hoping for? And specific – Can everyone understand it? TRAMS takes the conversation from details to a plan of action.

Depending on your situation, both SMART and TRAMS can be good. Now more than ever, organizations and individuals are going to want a proven goal setting model to help them stay focused. This approach allows users to take a model they already know and flex it to meet their specific needs.

Right now, employees might be trying to adjust to a new normal, such as working from home. These changes do take some getting used to. But at some point, employees will want to focus on being productive because it feels good to get stuff done. That’s where goal setting comes in.

Organizations and managers have a goal of helping and supporting their employees. Part of that includes giving them tools – like SMART and TRAMS. Not only will it help employees work though temporary and short-term changes, but it will help them accomplish the organization’s big long-term projects.

Image captured by Sharlyn Lauby while exploring the Wynwood Arts District in Miami, FL

The post The ART of Effective Goal Setting appeared first on hr bartender.

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Life's Great Question

Leadershipnow - Fri, 03/20/2020 - 17:33

WE ALL want to leave a legacy. We all crave meaning in our lives. It’s not just a millennial thing.

Meaning in life comes from the contributions we make beyond the self. Those contributions become your legacy.

All of this leads to life’s greatest question: What are you doing for others? Tom Rath addresses this question head-on and presents a path for contribution—a map for creating meaning—in Life’s Greatest Question.

While your talents are nature’s best building blocks, they serve the world best when your efforts are directed outward—not inward. Being “anything you want” or “more of who you already are” doesn’t add value to society unless it provides something others need. Simply put, your strengths and efforts must be focused on specific contributions you can make to other people’s lives.

Work can be fun and improve our health if we can reframe what we do to how do I help. Reorient your thinking about what you do to how am I serving others—the “humanity of what we do.” But rather than relying on your company to determine your contribution, “figuring out how you can make a greater contribution through your work has to be driven by you.” In other words, “Great jobs are made, not found.”

To that end, Rath introduces the Contribify inventory. It is “designed to help you gain a better understanding of who you are—for the sake of doing more for other people.” Upon taking the inventory, you will come away with the top three areas that have the most potential for your contribution from a list of 12 primary Contributions: Initiating, Challenging, Teaching, Visioning, Connecting, Energizing, Perceiving, Influencing, Organizing, Achieving, Adapting, and Scaling.

Each of these 12 primary Contributions is categorized within the three basic needs of all teams: Create, Operate, and Relate. “If a team is lacking in any one of these three major functions, it is almost impossible for the group to be effective, let alone thrive.” Each of us has definite contributions we can make to the teams we serve. Understanding group contributions in this way helps us in at least three ways. First, it allows you to more effectively match who you are with what your team needs. Second, it helps to map out how diverse the team is an what the needs are who might need to be brought into fill in gaps. And third, individually we can see where we better see how we might maximize our efforts as we contribute to the team.

Rath makes a very good point regarding the obsession with passion. “Instead of following your passion, find your greatest contribution.”

This is one of the critiques of the “follow your passion” advice—that it presumes you are the center of the world, and pursuing your own joy (not service of others) is he objective. I have found that those who leave a lasting mark on the world, in contrast, are always asking what they can give.

Life’s Great Question leaves you with a lot to think about and a structured way to go about it. It provides language to what is often a very nebulous exercise.

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Categories: Blogs

#COVID-19: The Truth About Video Calls and Your Career...

Hr Capitalis - Fri, 03/20/2020 - 11:28
Time for some tough love. If you're a white collar worker and you've been moved to WFH (work from home), odds are your team/company is experimenting with video meetings/calls to keep you connected with your team. They providers are many... Kris Dunn
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Bonus Episode: Coronavirus News and Industry Bailouts

Harvard business - Fri, 03/20/2020 - 10:00

Youngme, Felix, and Mihir discuss coronavirus news, debate airline bailouts, and share their reflections on the crisis.

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How Bad Times Bring Out the Best in People

Harvard business - Fri, 03/20/2020 - 10:00

Lessons from one local bank’s response to Hurricane Katrina.

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How Common Is Unethical Behavior in U.S. Organizations?

Harvard business - Fri, 03/20/2020 - 09:00

The Yale Center for Emotional Intelligence conducted a survey to find out.

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The Coronavirus Crisis Doesn’t Have to Lead to Layoffs

Harvard business - Fri, 03/20/2020 - 08:24

Leaders can approach this challenging time with flexibility, transparency, and compassion.

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Rethink Your Relationship with Your Vendors

Harvard business - Fri, 03/20/2020 - 08:00

Today’s vendors are more likely to be gig workers than large corporations.

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Disrupt Your Own Narrative

Harvard business - Fri, 03/20/2020 - 06:05

Lessons from eight female founders and executives.

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My Crisis Leadership Playbook

Eblingroup - Thu, 03/19/2020 - 15:11

Along with testing our public health and economic systems in unprecedented ways, the COVID-19 pandemic will test leaders at all levels in all organizations as never before. When I talk about the ideas in my book, The Next Level, one of the first things I usually say is that the next level is any leadership situation which requires different results. Since different results require different actions, leaders need to make adjustments of picking up new behaviors and mindsets while letting go of others to create the results that are expected or hoped for. Well, here we are. The apple cart has been turned completely upside down and leaders everywhere are going to need to make some big changes to restore health and well-being for the people in their organizations, their communities, their nations and our planet.

I’ve been thinking a lot about how what I already know about leadership applies and what else needs to be in the mix for all of us in leadership roles now that the world has changed so dramatically. The ideas I’m sharing in this post are the basics of a crisis leadership playbook that is something of a work in progress. I’ll update my thoughts as I learn more but wanted to go ahead and share what I have now in the hope that there is something in here that may be helpful to you and the people you love and lead.

The first thing I’m sure of is that effective leadership in this new era begins with effective self-management. When I was writing the 3rd edition of The Next Level in 2018, I summarized a lot of what I’d learned in the 6 years since writing the 2nd edition with three leadership imperatives:

  • Manage Yourself
  • Leverage Your Team
  • Engage Your Colleagues

You can think of these three as forming a pyramid with managing yourself at the base. Nothing else works as well as it could or should if leaders don’t manage themselves effectively.

So, what does it mean to do that well? Back in the old days (February 2020 and before), I focused on four domains of routines – physical, mental, relational and spiritual – that are the building blocks of effective self-management. I practice what I preach with those routines but, like everyone who is reading this, have had to learn over the past couple of weeks how to adapt those routines to the new realities of social distancing and life and business operating rhythms that are radically different than what they were pre-pandemic. I’ve always talked about optimal routines and “good enough for today” routines. For example, my optimal physical routine is a 75-minute hot yoga class in a room with 60 other people and a great instructor. That’s not happening now so, like a lot of you, I’m using online yoga and fitness classes. Not my old optimal but good enough for today and it’s helping me be at my best.

What I haven’t spent as much time thinking about over the years that I am definitely thinking about now is Maslow’s Hierarchy of Needs. There’s about a 100 percent chance you’ve heard of it, but if you haven’t looked at it lately, Google it and give yourself a refresh. The base of Maslow’s hierarchy is Physiological needs like air, water, food, shelter, sleep and clothing. (If Maslow were alive today, I imagine he’d add toilet paper to that list.) The next level of his pyramid covers Safety needs like personal security, employment, resources and health. The pandemic strikes right at the heart of this level of needs. The third level of the hierarchy is Love and Belonging with characteristics like friendship, intimacy, family and a sense of connection. Have you noticed how many FaceTime or Zoom calls you’ve been on the past couple of weeks to check in with family and friends? That’s because, even in the age of social distancing, you have a need for love and belonging. The top two levels of Maslow’s pyramid are Self-Esteem and Self-Actualization. My sense is a lot of high achieving leaders are not as immediately concerned about these two as they were a month ago. Other, more basic, needs have taken priority.

And that brings me to a new way that I’m thinking about leadership in these early days of the pandemic. As the accompanying picture illustrates, it’s about the way great leadership radiates across concentric circles.

  • The center and smallest circle, but a very important one, is You. To be any good for anyone else, you have to take care of yourself and manage yourself effectively. Your personal routines may need to be modified but you still need ones that will help you be at your best.
  • The next circle is occupied by your Family and Friends. You want to meet their physiological, safety and relational needs because you love them and care for them. When you do that at whatever level you can, you then free up mental and emotional bandwidth that you need to serve and lead your Team.
  • Your Team is where your leverage is. When you lead and serve them well, you can do great things together. The first task is to do whatever you can to help them meet their own basic needs. The second is to role model the approach you want them to take. Remember, as a leader, you control the weather. However you show up is completely predictive of how your team shows up.
  • From there, your work is about how you engage with your Colleagues, your Partners and other Stakeholders and, ultimately, the Customers and Citizens that rely on your organization.

I’ll wrap up for now with some basic building blocks that, along with self-care and caring for others, are essential for leading effectively in a time of crisis:

Establish Clear Short-term Priorities: Long-term visibility is impossible to come by right now, so focus yourself, your team, colleagues and other stakeholders on what you’re trying to solve for in the next 90 days. What, then, do you collectively need to do in the next 30 days to create that 90-day picture? What can you and your team do this week to support the 30-day agenda?

Communicate, Communicate, Communicate: The old cliché has never been more true than it is now – you can’t over communicate (Doing it virtually as much as possible of course). As you organize and execute on your communications strategy, consider using William Bridges’ Four P’s checklist:

  • Purpose – what are we trying to do, why are we doing it and who are we doing it for?
  • Picture – what will success look like in the timeframe we can envision?
  • Plan – what’s our plan for doing that?
  • Part to Play – what are the roles and responsibilities of everyone on the team? Where are the interconnects and who has accountability for what?

Create Way More Connection and Touch Points Than Usual: As the leader, be super intentional about keeping everyone informed, encouraging and creating opportunities for support and celebrating the wins along the way. There will be wins to celebrate!

So, those are my current thoughts on running a crisis leadership playbook. What resonates with you? What would you add? What’s working for you? What else is on your mind?

Please let me know. I’m here to support you.

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Categories: Blogs

A Guide for Working (From Home) Parents

Harvard business - Thu, 03/19/2020 - 12:02

Try to keep as many old routines as possible.

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Leading Thoughts for March 19, 2020

Leadershipnow - Thu, 03/19/2020 - 11:49

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Erik Larson commenting on Winston Churchill’s belief that leaders should make people feel “loftier, stronger, and, above all, more courageous:”

“Recognizing that confidence and fearlessness were attitudes that could be adopted and taught by example, Churchill issued a directive to all ministers to put on a strong positive front. ‘In these dark days the Prime minister would be grateful if all his colleagues in the Government, as well as high officials, would maintain a high moral in their circles; not minimizing the gravity of events, but showing confidence in our ability and inflexible resolve to continue the war till we have broken the will of the enemy to bring all Europe under his domination.’”

Source: The Splendid and the Vile

II.

Jared Diamond on dealing with a crisis:

“Typically when one is first plunged into a state of crisis, one feels overwhelmed by the sense that everything in one’s life has gone wrong. As long as one remains thus paralyzed, it’s difficult to make progress dealing with one thing at a time. Hence a therapist’s immediate goal in the first session—or else the first step if one is dealing with an acknowledgment crisis by oneself or with the help of friends—is to overcome that paralysis by means of what is termed ‘building a fence.’ That means identifying the specific things that really have gone wrong during the crisis, so that one can say, ‘Here, inside the fence, are the particular problems in my life, but everything else outside the fence is normal and OK.’ Often, a person in crisis feels relieved as soon as he or she starts to formulate the problem and to build a fence around it. The therapist can then help the client to explore alternative ways of coping with the specific problem inside the fence. The client thereby embarks on a process of selective change, which is possible, rather then remaining paralyzed by the seeming necessity of total change, which would be impossible.”

Source: Upheaval: Turning Points for Nations in Crisis

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Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index.

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Categories: Blogs

Virtual Meetings Don’t Have to Be a Bore

Harvard business - Thu, 03/19/2020 - 11:00

You can still feel connected from afar.

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How High-Performing Companies Develop and Scale AI

Harvard business - Thu, 03/19/2020 - 10:00

Implementation alone isn’t enough.

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Real Leaders: Abraham Lincoln and the Power of Emotional Discipline

Harvard business - Thu, 03/19/2020 - 09:05

When the stakes are high, forbearance is an act of leadership.

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Do Your D&I Efforts Include People with Disabilities?

Harvard business - Thu, 03/19/2020 - 09:00

Accessibility makes a difference to both your customers and your employees.

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