Five articles provide fresh ideas and tips to manage leadership transitions and bringing about culture change and learning from self-reflection. As we approach the new year, leaders of all levels of the company are able to benefit from reflecting on areas to improve over the next few months. From managing transitions in leadership to taking time to develop new techniques, here are five articles from MIT SMR The library of the library provides a wealth of information from leaders all over the world.
How to Handle ‘Invisible’ Transitions” in the world of leadership
Ingo Marquart Nora Grasselli, and Gianluca Carnabuci
A lot of people feel that the beginning of the year could bring a shift in the way they perform their duties, but the process of assuming a significant new position without a change in name or position can be challenging. Research shows that leaders find such changes as being 27 percent more difficult to manage as compared to formal transitions. This article outlines authors outline ways to help leaders navigate these kinds of transitions and communication is the most important role “Especially when you are awaiting a new job title or promotions aren’t formalized Communication skills — which includes soft skills like being a great listener and exercising diplomacycan make the difference between creating an effective team who trusts your leadership, and one that isn’t.”
Stand Out While Being In
Kathleen M. O’Connor and Randall S. Peterson
What can you do to be yourself while being a part of a team that has a solid culture? In order to find the perfect balance between being accepted and making a statement, we need to think about not just ourselves but the people who are around us as we search for “the best fitting.” This article’s authors present ways to overcome the obstacles of being a good fit, while preserving your personal identity.
The start of a new year is an ideal opportunity to look back at the ways in which your work and workplace are positive energy sources and sources of happiness. The authors say, “Glance in your rearview mirror. Have you ever been the most joyful and gave your best work performance? What did it be that was unique about that you that made you achieve these results? Maybe it was your optimistic energy, your coolness when under pressure, or your subtle humor. Understanding your strengths and effectively communicating them will allow you to be more comfortable in your work environment and be noticed in the right way. You are your most authentic self.
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Self-Reports Inspire Self-Reflection
Angela Duckworth
A pioneering psychology Angela Duckworth has spent years researching grit — that unique combination of determination and passion that makes people successful in achieving long-term goals. Duckworth was looking for an approach to test grit’s effectiveness scientifically which is why she set out to complete the task of designing specific self-testing questionnaires. Self-reported surveys provide many benefits they allow for data collection to be efficient and provide transparency about people’s opinions, emotions and behaviour. Duckworth also reveals a benefit that many don’t think about: the act of answering questions can lead to more self-awareness and can lead to self-development.
In this piece, “Questionnaires used in this method could help to create a common the language, a common understanding and, ultimately, to a cultural identity.”
Learn for a Living
Gianpiero Petriglieri
We must learn in the workplace however, it’s expensive and time-consuming, so we are worried that we will be criticized for being unprepared. What happens if we don’t acquire the knowledge that we require? Additionally, the majority of companies aren’t as open towards learning, as their advertising suggests. One reason is the fact that we rarely acknowledge that learning isn’t only happening in workplaces. It can be done at work. Employers can help support learning and also individuals can do better by realizing the two kinds of learning which are deliberate practice and reflective engagement.
According to Gianpiero Petriglieri, the author of this book, “Learning is plural. There’s more than one type of learning, and each type requires its own space, and is different in its approach.”
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Get a Wrecking Ball to your Company’s enduring practices
Herminia Ibarra
In the face of disruptive threats to organizations as they face adversity, their culture’s values could slow progress and hinder transformation. As we approach the end of the year, it’s beneficial for managers to consider strategies to assist in changing their company’s traditional practices. They are a collection of the familiar methods that the writer Herminia Ibarra describes as “emblematic of cultural traditions from the past however, their continued existence sends mixed signals regarding the organization’s need to adapt.”
In this piece Ibarra gives examples from organizations like Amazon, Microsoft, and U.K. law firm Allen & Overy that demonstrate the way that leadership has successfully eliminated or drastically changed methods that reaffirmed old beliefs and habits, helping put the businesses on forward-looking routes.
