Leadership | Management | Supervision |Workplace
Dr. Travis Bradberry | May 24, 2017
Six times Google has topped Fortune magazine’s list of the 100 Best Companies to Work For. Most people assume that Google tops the list because of their great benefits and all of the fun and perks that they pack into the Googleplex. But that’s just part of the equation.
Google knows that people don’t leave companies; they leave bosses. But unlike most companies, who wait around hoping for the right bosses to come along, Google builds each Googler the boss of their dreams.
Their people analytics team starts by researching the qualities that make managers great at Google. These managers aren’t just high performers, they receive high marks for their leadership from the people that report to them. They’re the managers everyone wants to work for.
Next Google built a training program that teaches every manager how to embrace these qualities. Once managers complete the program, Google measures their behavior to ensure that they’re making improvements and morphing into managers that Googlers want to work for.
Google is building bosses that are so good, they’re unforgettable. And why do they do it? In the words of Laszlo Bock, Google’s SVP of People Operations, “Our best managers have teams that perform better, are retained better, are happier — they do everything better.” Read more…
Conferences | Networking | Professional Development
by Kyle Ewing | People Operations | October 1, 2017
It’s that time of year again! On October 4, more than 18,000 people will convene in Orlando for the Grace Hopper Celebration of Women in Computing. As the world’s largest gathering of women in tech, GHC can be an action-packed and incredibly rewarding experience. Over three days, there are hundreds of sessions, ranging from keynote addresses, to panels and presentations by industry leaders. Add in the largest career fair I’ve ever seen and conference-related social events, and it can be hard to know where to focus your time. But with the right approach, you can learn new skills, hear about trends in your field, and make lasting connections — both professionally and personally. Whether you’re a student off to your first big conference or a seasoned pro, here are some tips that fellow Googlers and I use to navigate events like GHC:
1. Make a plan.
Have a goal for what you would like to get out of the conference. Are you there to learn and gain knowledge? Want to make new networking connections? Is there a colleague or potential mentor who you want to support? Go through the agenda and devise a plan tailored to your goal. (Conference apps are great for this.) And have a backup plan in case that session you were dying to go to is jam-packed.
2. Divide and conquer.
If you’re attending with co-workers, try splitting up and then sharing notes. Regroup during meals or at the end of the day to share key learnings and takeaways. Read more…
Leadership | Management | Supervision | Mentoring
by Dr. Travis Bradberry | July 17, 2016
Many bosses assume that a leader needs to be aloof and tough on employees in order to be effective. They fear that looking “soft” will erode their employee’s motivation and respect for them. To prove their case, they cite examples of brilliant leaders who modeled a tough leadership style, such as Steve Jobs, who berated his employees.
When it comes to success as a leader, radically tough leadership styles are exceptions to the rule, not the rule. Recent research has shown that overly tough bosses create significant health and motivation problems in their employees, which will make you think twice about taking the tough-as-nails approach.
Overly tough bosses create stress, and lots of it, as the research shows: A University of London study found an especially strong link between heart disease and boss-inflicted stress, while a University of Concordia study found that employees who rate themselves as highly stressed added 46% to their employer’s health care costs. Research from the Institute of Naval Medicine found that overly tough bosses cause people to seek jobs elsewhere, to perform at a lower level, to decline promotions, and even to quit. Finally, a survey from Randstad Consulting showed that most employees would trade in their bosses for better ones rather than receive a $5,000 pay raise. People don’t leave jobs; they leave bad bosses.
The thing is, nice bosses don’t just prevent health and motivational problems among their employees; they create massive benefits that hard-nosed bosses can’t. A California State Long Beach study found that leaders who treat their teams fairly have far more cohesive and productive teams and that the individuals in those teams perform better. Research from the University of Virginia found that leaders who were considered “self-sacrificing” and “helpful” were viewed as especially inspirational and motivational and their employees were more helpful to their colleagues and more committed to their teams.
Branding | Career advice | Professional development
CREDIT: Getty Images
by Kristi Hedges | The Muse
We’ve all probably heard the hype about personal brands: We have to get one–and fast.
Yet, most people don’t really know what it is or how to go about making one.
Your personal brand is a reflection of the kind of person you are and want to be–your values, your motivations, your career goals. These then translate into how you act around the office, interview for jobs, and promote yourself on social media. But you can’t use your brand to get ahead unless you know exactly what it is and why it makes you unique.
So, how do you approach your personal brand in a way that’ll make it easy for you to explain, others to understand, and the world to appreciate?
Focus on these four things:
Libraries | Ethics | Professional conduct
Leadership | Library Management | Mentoring | Career advice
Welcome back to Better Library Leaders! It’s been a long gap, partially because of the holidays, but also because I have been working hard on a course I’m teaching this month on Collaborative leadership for Library Juice academy. We had a large class sign up to work together to design collaborative project plans that they can take back to their own workplaces. Don’t tell, but I’m learning as much from them as they are from me. Our interview this episode, after fighting through a few technical hiccups, is with Ellen Mehling of Library Career People, my absolute favorite resource for folks considering a career in libraries, searching for that elusive first job, or preparing to make the jump to a leadership position. And in our spotlight segment, we’re going to talk about burnout as a leader. Because that’s been part of the reason for this gap too. But first, here’s my conversation with Ellen Mehling! (Please click this link: //html5-player.libsyn.com/embed/episode/id/5082640/height/90/width/640/theme/custom/autonext/no/thumbnail/yes/autoplay/no/preload/no/no_addthis/no/direction/backward/render-playlist/no/custom-color/87A93A/)
Freedom of Speech | Democracy | Public dialog
by Bret Stephens | September 24, 2017
This is the text of a lecture delivered at the Lowy Institute Media Award dinner in Sydney, Australia, on Saturday, Sept. 23. The award recognizes excellence in Australian foreign affairs journalism.
Let me begin with thanks to the Lowy Institute for bringing me all the way to Sydney and doing me the honor of hosting me here this evening.
I’m aware of the controversy that has gone with my selection as your speaker. I respect the wishes of the Colvin family and join in honoring Mark Colvin’s memory as a courageous foreign correspondent and an extraordinary writer and broadcaster. And I’d particularly like to thank Michael Fullilove for not rescinding the invitation.
This has become the depressing trend on American university campuses, where the roster of disinvited speakers and forced cancellations includes former Secretaries of State Henry Kissinger and Condoleezza Rice, former Harvard University President Larry Summers, actor Alec Baldwin, human-rights activist Ayaan Hirsi Ali, DNA co-discoverer James Watson, Indian Prime Minister Narendra Modi, filmmaker Michael Moore, conservative Pulitzer Prize-winning columnist George Will and liberal Pulitzer Prize-winning columnist Anna Quindlen, to name just a few. Read more…