Weekends are time when things slow down a little. Your weekend shouldn’t be two more regular work days. That’s a sure road to burnout. Take time to refresh yourself. Take time for something different. Take time for some of that reading you can’t find time for during the week.
Here are choice articles on hot leadership topics culled from the business schools, the business press and major consulting firms. This week there are articles about why data shouldn’t drive all your decisions, self-care lessons from an artist, balancing disruption and discipline, why flexibility is the key to reaching your goals and why we should disagree more at work.
“When was the last time you heard the story of a great innovation begin with, ‘I built a killer spreadsheet?'”
Thanks to Smartbrief on Leadership for pointing me to this story
“Kusama’s story is one of resilience—and there’s a lot to learn from her decision-making and dedication to self-care. If you’re feeling a little burnt out and uninspired, these six stories from Kusama’s career may just carry you into the New Year and remind you to take care of your best asset (you!)”
Thanks to Kate Nasser for pointing me to this article
“Leading successful growth requires practicing seemingly contradicting behaviors.”
“Anyone who has ever been on a diet or tried to quit smoking knows how difficult it can be to attain a personal goal. One nibble of a chocolate chip cookie or puff of a cigarette can feel like failure, making it tempting to give up altogether. But research from Wharton marketing professor Marissa Sharif offers something better than an all-or-nothing strategy. She recently spoke with Knowledge@Wharton about how including cheat days — which she calls ‘emergency reserves’ — can help people stay on track with their goals. Her findings also have implications for businesses that want to build stronger connections with their customers.”
“I’d like to think that the way I behaved with Marguerite was entirely attributable to my lack of experience — but in the years since then, what I’ve observed in research and interviews about conflict at work is that most people don’t want to disagree or know how to do it. In fact, we’ve come to equate saying ‘I see it differently’ or ‘I don’t agree’ with being angry, rude, or unkind, so it makes most people horribly uncomfortable.”