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Weekdone weekly progress reports for managers and internal communication for teams

Weekdone weekly progress reports for managers and internal communication for teams

Related:  mrsmaistrelloTeam Leadership

about Hey there. My name is Maria Popova and I’m a reader, writer, interestingness hunter-gatherer, and curious mind at large. I’ve previously written for Wired UK, The Atlantic, The New York Times, and Harvard’s Nieman Journalism Lab, among others, and am an MIT Futures of Entertainment Fellow. 5 Tips to Manage a Team Across Multiple Time Zones How do you keep engagement, organization, and unity across a team spread out over multiple time zones? If you're having a hard time managing a global team, take some tips from an expert. In Harvard Business Review, Donna Flynn, an executive at office furniture company Steelcase, offers her global company's best practices. "At Steelcase, we all understand that the rhythm of a global team is not a perfect 9-5 melody. But understanding something can be very different from living it. My team has grown increasingly distributed across multiple time zones and regions of the world over the last couple of years, and we have learned, through experience and experimentation, a few ways to leverage the value of a global team while also minimizing the pain and disruption it can create for us as individuals," she writes.

Tackle Any Issue With a List of 100 The List of 100 is a powerful technique you can use to generate ideas, clarify your thoughts, uncover hidden problems or get solutions to any specific questions you’re interested in. The technique is very simple in principle: state your issue or question in the top of a blank sheet of paper and come up with a list of one hundred answers or solutions about it. “100 Ways to Generate Income”, “100 Ways to be More Creative” or “100 Ways to Improve my Relationships” are some examples. “One hundred entries? Isn’t that way too many?” Bear with me: it’s exactly this exaggeration that makes the technique powerful.

Shared leadership Shared leadership is leadership that is broadly distributed, such that people within a team and organization lead each other. It has frequently been compared to horizontal leadership, distributed leadership, and collective leadership and is most contrasted with more traditional "vertical" or "hierarchical" leadership which resides predominantly with an individual instead of a group.[1] Definitions[edit] Shared leadership can be defined in a number of ways, but all definitions describe a similar phenomenon – team leadership by more than only the appointed leader.

18 Things Highly Creative People Do Differently This list has been expanded into the new book, “Wired to Create: Unravelling the Mysteries of the Creative Mind,” by Carolyn Gregoire and Scott Barry Kaufman. Creativity works in mysterious and often paradoxical ways. Creative thinking is a stable, defining characteristic in some personalities, but it may also change based on situation and context. Inspiration and ideas often arise seemingly out of nowhere and then fail to show up when we most need them, and creative thinking requires complex cognition yet is completely distinct from the thinking process. Neuroscience paints a complicated picture of creativity. As scientists now understand it, creativity is far more complex than the right-left brain distinction would have us think (the theory being that left brain = rational and analytical, right brain = creative and emotional).

How do you rate your team management skills? I met recently with a prospect, (who is thankfully now a client), who wanted to discuss issues that he was having with his team. He gave me chapter and verse about the team – their strengths and weakness, performance, length of time in role etc. This is all great information and really important when working with the team. However, I was missing some critical information – feedback on himself as a manager and a leader. I asked him to rate his team management skills, and after swallowing his initial shock at being asked such a question, he began to reflect upon this unexpected query. To help him, I asked him a series of questions, which are an indicator of his skills, and he found the questions and the discussion so valuable that I thought I would share them here with you, so that you can answer these questions too!

The Art Costa Centre For Thinking Habits of Mind is knowing how to behave intelligently when you DON'T know the answer. It means having a disposition toward behaving intelligently when confronted with problems, the answers to which are not immediately known: dichotomies, dilemmas, enigmas and uncertainties. Our focus is on performance under challenging conditions that demand strategic reasoning, insightfulness, perseverance, creativity, and craftsmanship. The critical attribute of intelligent human beings is not only having information, but also knowing how to act on it. Employing Habits of Mind requires drawing forth certain patterns of intellectual behavior that produce powerful results.

Five ways you’re hurting your remote working relationships Let’s be clear. None of us would intentionally do anything to undermine working relationships with our remote team members. First of all, it’s not nice, and our mothers raised us better than that. 10 Most Common Rookie Mistakes in Public Speaking Don't make these rookie mistakes—learn how to give great presentations and become a better presenter. In this guest post, Terry Gault, Managing Partner and Vice President of The Henderson Group, provides insight into how to become a better presenter by avoiding a few common mistakes. Terry oversees all curriculum and services at The Henderson Group. In addition he is responsible for the selection, training and development of all trainers and facilitators for The Henderson Group, and has been an instructor with the Henderson Group for over 15 years. Having coached clients on presentation skills since 1997, I’ve noticed some clear patterns in the behavior of inexperienced presenters.