Persevere or Pivot?
by N. Karl Haden, Ph.D.
AAL’s President ponders when the virtue of perseverance becomes the vice of blind ambition, suggesting that sometimes, pivoting is the better approach. Haden provides strategies to use before any large initiative that also help leaders with their everyday decision making.
What Mentors Wish Their Mentees Knew
by Vineet Chopra, M.D., and Sanjay Saint, M.D., Harvard Business Review
Likening the mentor-mentee relationship to a tango, Chopra and Saint have recognized six habits practiced by ideal mentees from their academic medical experience. Applicable to mentorship in any vocation, their descriptions benefit both partners of this important dance.
The Public-Speaking Fear Grid
by John Zimmer, Manner of Speaking
John Zimmer says that, when people say public speaking makes them anxious, they often are referring to a specific audience size and level of familiarity with that audience. He proposes a diagnostic “fear grid” and offers a different approach to each type of situation.
How to Stop Unproductive Conversations
by Marlene Chism, SmartBrief on Leadership
Marlene Chism identifies three types of toxic time wasters at work and describes the warning signs to help you recognize them. Chism offers advice on how to prepare for, fend off, and prevent these behaviors.
Leadership–It’s All About Trust (Part II)
by Rob Jenkins
In Part II of his two-part blog post about the importance of trust, Rob Jenkins, AAL Senior Fellow and co-author of The 9 Virtues of Exceptional Leaders, explores whether it is better for a leader to be liked or trusted.
Helping Women Grow Through Feedback
by Emily Mulhoberac, SmartBrief on Leadership
If it’s true that higher percentages of women in leadership positions correlate to higher financial performance and returns on equity, how can executives attract more women to leadership roles? Emily Mulhoberac suggests business leaders should improve their constructive criticism.
Leaders Should Seek Out Opposing Viewpoints
by Carmine Gallo, Forbes
Carmine Gallo asks, “Are you fostering the vigorous struggle of competing ideas?” Recognizing that employees feel inclined to go with the flow and avoid sharing critical feedback, Gallo argues that “leaders must often encourage–even demand–that people disagree.”