Cognitive Reflection Test Explained The Cognitive Reflection Test was developed by Shane Frederick, Professor of Marketing at Yale School of Management. Dr. Fredrick makes a strong case for the predictive capacity of this three-question test as it relates to decision making. In particular he suggests that it can be a predictor for those who are […]
Category: Leading Others
How to conduct a meeting is accomplished by a small amount of deliberate practice and training and will save significant costs to the business. Businesses are spending billions on meetings and do little to improve them. In this post you will begin your exploration of effective meeting strategies.
Educational Rubrics Educational institutions have long struggled with performance evaluation of employees. They have succeeded, however, with developing some useful rubrics to evaluate the performance of students. Rubrics provide a vertical set of performance criteria against horizontal measures of effectiveness. They tend to work best when the evaluation is complex and somewhat subjective–when students may […]
Types of Meetings breakdown into four major categories: Decision Making meetings; Creative meetings; Informational meetingsand; Planning meetings.
Become a Committee of Two in Your Mind The split-brain research done by Roger Sperry in the early 1960′s led many pop psychologists to conclude (incorrectly) that the left and right halves or our brains had largely separate functions. Logical and mathematical people were said to be left-brained, and creative people were said to be […]
Previously Undetected Recruiting Error (PURE) “PURE hire” was a term Anderson Accounting leaders used when they realized that they had made a “Previously Undetected Recruiting Error.” Anderson made a number of mistakes during its peak, not the least of which was its handling of Enron. The term “PURE hire” was a mistake, too. It sounds […]
“Human live in two worlds–the world of events and things (the territory) and the world of words about events and things (the map).” –Karl Weick As a leader, you use words (mission statement, vision, strategic plans, and models) to help members of your organization negotiate the territory in front of them—to get where you want […]
“A man is but the product of his thoughts; what he thinks, he becomes.” – Gandhi Social context affects the way you behave, think, and interpret the world. It affects whether you feel comfortable or uncomfortable. It can affect whether, in a particular environment, you succeed or fail. Relative Deprivation Theory We take our cues […]
There’s a thread that you follow. It goes among Things that change. But it doesn’t change. People wonder about what you are pursuing. You have to explain about the thread. But it is hard for others to see. While you hold it you can’t get lost. Tragedies happen; people get hurt or die; and you […]
50% of leaders believe that they had to ignore life balance to achieve success. In the 19th and early 20th century, the sun never set on the British Empire. Today, the same could be said for many companies. Clients of mine wake up for a call with their boss who is based in China, while […]
Leaders value loyalty highly because they want people they can trust, and they don’t want to be stabbed in the back. But do leaders overvalue loyalty? Loyalty Straight Up Loyalty alone can leave a bitter taste. You can trust loyal workers to support you and stand by you during tough times, but you may not […]
Repetition Penetrates the Dullest of Minds “Nothing is pleasant that is not spiced with variety.”–Francis Bacon On my trip to New Zealand, I was reintroduced to the best snack ever, Ginger Crunch–a pastry that has never made it stateside. That is a spicy and sweet sort of variety I can and do appreciate. Variety isn’t […]
You need a hierarchy to get things done efficiently. But hierarchies don’t always produce optimal solutions to complex and challenging problems. To be both efficient and effective, sometimes you need to flatten a hierarchy for a short period of time. You need to speak freely across and around prescribed channels, not through them. Nate Garvis, […]
Focus on the Goal, Not the Problem When I first meet with clients, they tend to want to focus on their current state (or the organization’s) and specific challenges. They want to vent. Sometimes venting helps them decompress, but too much venting can result in defeatism and paradigm paralysis. They visualize former failures and predict […]
Difficult Conversations How do you approach difficult conversations? Do you avoid them for as long as you can? Do you have an intermediary broach the topic for you? Do you use questions to gain entry? Do you come right out and say what you’re thinking? If you’re uncertain how to have a difficult conversation or […]