How to Build Better Bosses. Four steps organizations can take to strengthen their approach.
Talent Matters Talent Matters is a blog series exploring how nonprofit leaders have achieved real-world results through an emphasis on talent. Ellie Canter spent four months building her management skills through an intensive leadership development program. Since then, she has been promoted, has taken on more direct reports, and is helping the education nonprofit she works for expand to new cities. For Ellie, regular trainings and a support system has been essential to her success in managing teams and building sustainable programs. She says that the support has given her confidence to lead and allowed her “to question [her] management and leadership processes and expand [her] arsenal of management strategies.” Like Canter, most nonprofit leaders see the value that prioritizing talent recruitment, development, and support can bring to the social sector. 1.
What kind of managerial skills does your organization most need? 2. Control, Surrender and the Paradox of Self-Transcendence: Wisdom from a Vintage Scandinavian Children’s Book. By Maria Popova “It’s a pity that exciting things always stop happening when you’re not afraid of them anymore and would like to have a little fun.”
“It is the first thing any one has to learn in order to live,” Henry Miller wrote in comparing the art of living to dance, driven by rhythm into which the dancer must relax. “It is extremely difficult, because it means surrender, full surrender.” Surrender, it turns out, is an essential part of testing the limits, which is in turn an essential part of transcending them — in other words, the raw material of creative breakthroughs. But the beautiful term that Jeanette Winterson used to describe the experience of letting art transform us — “the paradox of active surrender” — applies just as aptly to the art of living itself: Paradoxical as it may sound, to stop resisting that which we cannot control is the only choice we have, but it is also one we must actively make in order to transcend our limits. The sky darkened suddenly again. So You Want to Work from Home: Setting Up Your Office. By Jolie Miller | Friday, January 02, 2015 Working from home … we’ve all dreamed of it.
The idea of avoiding the daily commute, the frequent interruptions, and—let’s face it—the constricting office attire is a fantasy most working folks entertain from time to time. Well, the more technology advances, the more this fantasy becomes a reality. In fact, more employees work from home now than ever before. If you hope to be one of them, there are a few things you’ll need to do to set yourself up for success. lynda.com can help. Later this week, we’ll show you how to establish routines for maximum productivity and work-life balance, and how to manage your team remotely.
But first, here’s how to set up your space at home—both your surroundings and your headspace—to eliminate distractions and get things done. Eight years ago, I started telecommuting (yes, we called it that then) one day a week, and let me tell you, getting that day a week at home was a coveted job perk. Survey your noise situation. Unconscious bias at work. Unconscious biases are created and reinforced by our environments and experiences.
Our mind is constantly processing information, oftentimes without our conscious awareness. When we are moving fast or lack all the data, our unconscious biases fill in the gaps, influencing everything from product decisions to our interactions with coworkers. There is a growing body of research – led by scientists at Google – surrounding unconscious bias and how we can prevent it from negatively impacting our decision making. The goal is to teach ourselves how unconscious bias can affect our perceptions, decisions, and interactions. It is aimed at raising awareness, sparking conversation, and initiating action. (Learn more about Google’s research at the Official Google Blog) BRIAN WELLE is director of people analytics at Google, based in New York. Research sources cited in this workshop: Project ImplicitMartell, R.F., Lane, D.M., Emrich, C. (1996). Medium sur Twitter : "“Against Productivity: This Essay Took Four Years to Write” —@quinnnorton...