Career advice | Coaching |Mentoring
February 27, 2017
Mentorship comes in many flavors. It doesn’t always work unless leaders bear in mind a few common principles.
Over the past three years, as part of my forthcoming book, I’ve been researching how leaders can better judge and develop their talent in light of a changing, more purpose-driven, more tech-enabled work environment. Having interviewed close to 100 of the most admired leaders across business, culture, arts, and government, one important characteristic stands out: They do everything they can to imprint their “goodness” onto others in ways that make others feel like fuller versions of themselves. Put another way, the best leaders practice a form of leadership that is less about creating followers and more about creating other leaders. How do they do that? I’ve noticed four things the best mentors do:
Put the relationship before the mentorship. All too often, mentorship can evolve into a “check the box” procedure instead of something authentic and relationship-based. For real mentorship to succeed, there needs to be a baseline chemistry between a mentor and a mentee. Studies show that even the best-designed mentoring programs are no substitute for a genuine, intercollegial relationship between mentor and mentee. One piece of research, conducted by Belle Rose Ragins, a mentoring expert and professor at the University of Wisconsin-Milwaukee, demonstrated that unless mentees have a basic relationship with their mentors, there is no discernable difference between mentees and those not mentored. All this is to say that mentoring requires rapport. At best, it propels people to break from their formal roles and titles (boss versus employee) and find common ground as people. Read more…
Librarians | Activism | Social justice
Feb 20 2017 5:23 PM
Photo by B. Harvey via Stocksy
Though some people may think the job involves more shushing than rallying, many librarians consider “making America read again” to be a radical political proposition.
When Audrey Lorberfeld woke up in her Brooklyn apartment on Saturday, January 28, she was, like much of the country, angry. In the first week of his presidency, Donald Trump had already signed executive orders reinstating an expanded global gag rule, calling for the construction of a border wall between the United States and Mexico, reopening the possibility of the Dakota Access pipeline, and, on Friday, January 27, barring any travelers into the US from seven Muslim-majority countries.
Within hours of the order’s signing, two Iraqis who’d flown into JFK—53-year-old Hameed Khalid Darweesh, arriving from Iraq, and 33-year-old Haider Sameer Abdulkhaleq Alshawi, arriving from Sweden—were detained. Overnight, while lawyers representing the two refugees worked to file a suit for their release, news of their detention spread, and by 11 AM on Saturday, organizations like the New York Immigration Coalition (NYIC) had put out a call for protesters outside JFK’s Terminal 4.
Fact checker | Journalism | Alternative News
from Le Monde
by AdrienSenecat on Scribd
Career Advice | Job interviews |Women in the workplace
by Robin Mamlet | February 21, 2017
Tim Foley for The Chronicle
As women move up the leadership ranks in higher education, they find fewer and fewer female peers. That’s been fairly well documented by the American Council on Education and other sources, and is no surprise to those of us in the executive-search industry.
Why that’s the case is a topic fraught with complexity. There is the matter of stepping up and Leaning In to be sure, but there is also sexism — sometimes the overt kind and sometimes the subtle kind that occurs all along the leadership trajectory and affects who is mentored, who is labeled “leadership material,” and who gets the kind of opportunities and assignments that lead most directly to advancement.
Of the many factors that limit women’s advancement, two are things we ought to be able to resolve: how candidates present themselves in job interviews and how search committees interpret those interviews. Read more…
Archives | Internet |Government websites
Jefferson December 15, 2016
Long before the 2016 Presidential election cycle librarians have understood this often-overlooked fact: vast amounts of government data and digital information are at risk of vanishing when a presidential term ends and administrations change. For example, 83% of .gov pdf’s disappeared between 2008 and 2012.
That is why the Internet Archive, along with partners from the Library of Congress, University of North Texas, George Washington University, Stanford University, California Digital Library, and other public and private libraries, are hard at work on the End of Term Web Archive, a wide-ranging effort to preserve the entirety of the federal government web presence, especially the .gov and .mil domains, along with federal websites on other domains and official government social media accounts.
While not the only project the Internet Archive is doing to preserve government websites, ftp sites, and databases at this time, the End of Term Web Archive is a far reaching one.
Career Advice | Higher Education
by John Fea
Johnson: So essentially what you’re making the case for is education and job training for grown ups.
Cuban: No, no. I think that won’t matter. What are you going to go back and learn to do?
Johnson: What it takes, right? Whether it’s finance, whether it’s software programming.
Cuban: No finance. That’s the easiest thing — you just take the data have it spit out whatever you need. I personally think there’s going to be a greater demand in 10 years for liberal arts majors than there were for programming majors and maybe even engineering, because when the data is all being spit out for you, options are being spit out for you, you need a different perspective in order to have a different view of the data. And so having someone who is more of a freer thinker.
Cuban’s forecast of the skills needed to succeed in the future echoes that of computer science and higher education experts who believe people with “soft skills,” like adaptability and communication, will have the advantage in an automated workforce.
Cuban highlighted English, philosophy, and foreign language majors as just some of the majors that will do well in the future job market.
Watch the entire interview here.
Career Advice | Mentoring
Published on February 13, 2017
by Dorothy Tannahill Moran
As things go, one of the more difficult things to do is to confront or push back on the boss. A lot of people won’t do it because they fear it would cause them to get fired or minimally get on the bad side of the Boss.
While it’s an understandable concern, its also unfounded. Your brain is making up false assumptions appearing as real (F.E.A.R.). Unless you know without a doubt that your boss is too sensitive for well-executed confrontation, you need to add this to your toolkit.
Let’s first look at reasons why Standing Up to the Boss, can be a good skill:
a) The Boss isn’t always right