Trying to build your emotional intelligence to be a better leader? Practice these 5 habits.
“It seems beyond debate,” writes author Joseph Pistrui. “Technology is going to replace jobs, or, more precisely, the people holding those jobs. Few industries, if any, will be untouched.” But it’s not all doom and gloom, he argues in this HBR article. Pistrui offers four ways to think about the people issues the machine age will create. This includes thinking through how jobs will evolve as machines take on more tactical work and preparing for the tricky emotional situations leaders must learn to navigate along the way. In the end, he writes, “We can choose to use AI and other emerging technologies to replace human work, or we can choose to use them to augment it.”
How many times have you sat through a one-hour meeting that could have been an email update? In this HBR article, Dorie Clark makes a compelling case for building an arsenal of tried and true tactics to protect your time and push back on meetings you know will be unproductive. She offers five tips to help you firmly, yet tactfully, emphasize the value of your time and make others think twice about pulling you into unnecessary meetings. With these tips, “Instead of running from meeting to meeting, you’ll be better equipped to do the valuable work that you’re evaluated on and rewarded for,” she writes.
The highest-performing teams share a common trait: the belief that they won’t be punished for making a mistake. That’s called psychological safety, and according to author Laura Delizonna it’s necessary for “risk-taking, speaking your mind, creativity, and sticking your neck out without fear of having it cut off – just the types of behavior that lead to market breakthroughs,” she writes. She highlights both the evolutionary and scientific reasoning for why psychological safety is so critical to strategic thinking, motivation, and trust in today’s workplace. Then she provides six strategies to help leaders create a sense of psychological safety on their own teams.
“Organizations spend considerable resources on corporate values and mission statements,” writes author Kristi Hedges, “but even the most inspiring of these – from Volvo’s commitment to safety to Facebook’s desire to connect people – tend to fade into the background during the daily bustle of the work day.” Rather rely on these mission statements alone to inspire employees, Hedges argues that leaders should help their teams find a personal sense of meaning in what they do every day. In this article, she outlines five questions that leaders can ask their employees to help them discover their strengths, highlight the value of their work, and guide them toward their inner purpose.
The best managers often have high levels of emotional intelligence, or EI. But a common misconception persists that EI is all about being kind, respectful, and sensitive to the needs of others. According to authors Daniel Goleman and Richard E. Boyatzis, that’s too narrow a definition. In order to excel, leaders need to develop a balance of strengths across the suite of EI competencies, of which there are 12. When leaders take the time to better understand their EI strengths and where they have room to grow, excellent business results will follow. This Harvard Business Review article provides more insight on this topic.
How do you please the CEO? Generate new revenue streams for the business. Abbie Lundberg interviews CIOs from organizations including CVS Health, GE, and Liberty Mutual, and explores their proven strategies. Get our Harvard Business Review Analytic Services study.
Download the full report: "Revenue-Generating CIOs: Smart Strategies to Grow the Business"
The pace of business is accelerating, and organizations are demanding more from their information technology teams. They need IT departments that act as hubs of innovation, not just cost centers.
In The Open Organization Guide to IT Culture Change, more than 20 contributors from open source communities, companies, and projects offer hard-won lessons and practical advice for creating a more open IT department—one that can deliver better, faster results and unparalleled business value. We invite you to download the guide now.
Increasingly, IT leaders are being seen as revenue generators for their organizations. It’s by no means a new mandate, but it’s one that’s gaining steam as IT’s role takes on even more prominence in organizations. In this roundtable discussion, three leading IT executives share why they believe IT needs to shed the cost center mentality and become top-line producers.
Talent shortages in IT are nothing new. In fact, CIO Magazine devoted a special issue to the topic in the early 1990s. Even with recent technology slowdowns and whole layers of the IT stack being abstracted at a dizzying pace, the unemployment rate for most IT jobs remains close to zero. Skilled technologists are being recruited in the same way sports prodigies are, often after their first year of college. To look for solutions in this talent-constrained environment, The Enterprisers Project gathered four top IT executives from the Greater Atlanta area for dinner and an evening of conversation. Download the roundtable for the conversation highlights.
Surviving the IT talent crisis has become a critical component in a company's ability to compete and succeed in the digital economy. CIOs must collaborate with HR leaders to overhaul legacy approaches to finding, attracting, and retaining IT talent that is capable of keeping up with the demands of digital transformation, according to new research by Harvard Business Review Analytic Services.
Learn practical, actionable advice from CIOs and business leaders who are defining the new best practices for IT talent management. Download the full report: “IT Talent Crisis: Proven Advice from CIOs and HR Leaders.”