tag:blogger.com,1999:blog-53274894086422210172024-03-13T05:27:45.402-07:00Technology and LeadershipLinda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.comBlogger70125tag:blogger.com,1999:blog-5327489408642221017.post-14719282716690708982014-05-09T13:01:00.001-07:002014-05-09T13:01:18.894-07:00A Closing SpeechI will be retiring on May 21, 2014. This week I was privileged to be invited to give the keynote address at the Annual Women's Luncheon sponsored by the University of Minnesota Duluth <a href="http://www.d.umn.edu/comwomen/">Commission for Women</a>. I had many compliments on this speech, so I've decided to post it here on my blog. This will be my final post as a technology leader, although I may change its emphasis if I discover I have things to say about retirement.<br />
<br />
<h3>
Introduction</h3>
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I am deeply honored to be here today.<span style="mso-spacerun: yes;"> </span>I thank the Commission on Women for giving me
the opportunity to talk with you.</div>
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<br /></div>
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I want to tell you about three things, in hopes that they
might interest and inform you for your own lives.</div>
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<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>My career and some lessons learned</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>My mentors and the values they instilled</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>A challenge to the community</li>
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<br />
<h3>
My Career</h3>
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Like most people, I love to talk about myself.<span style="mso-spacerun: yes;"> </span>Thanks to the Commission for giving me the
encouragement to do so.</div>
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<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>In high school, I loved math and wanted to be a
high-school math teacher.</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>In college, I loved math and wanted to be a
college math professor.</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>In graduate school at Michigan State, I earned a
Ph.D. in math in 1981 as well as masters’ degrees in both math and probability
and statistics.<span style="mso-spacerun: yes;"> </span>My love for math got a
bit tarnished due to the rather esoteric nature of the specialization required
for research at this level.<span style="mso-spacerun: yes;"> </span>Although
there were a number of women in the graduate program at this time, I still
encountered an occasional faculty member who thought that math was for men.</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>My first faculty position was at Beloit College,
where I taught math and was asked to teach computer science.<span style="mso-spacerun: yes;"> </span>For my first year there, I was the only woman
faculty member in the entire science division.<span style="mso-spacerun: yes;">
</span>I taught at Beloit for three years, from 1982 to 1985.</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>While at Beloit, I attended the Institute for
Retraining in Computer Science for two summers and found that I loved computer
science.</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>In 1985 I moved to UMD and joined the newly founded
Department of Computer Science.<span style="mso-spacerun: yes;"> </span>I taught
there for seven years, got tenure and promotion to associate professor, and
served as department head for three years.<span style="mso-spacerun: yes;">
</span>My friend Dianne Dorland and I developed a peer-mentoring program for
women in science and engineering.</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>In 1992, I took the position of Director of
Information Services, which later became Information Technology Systems and
Services.<span style="mso-spacerun: yes;"> </span>I have held that position for
22 years.</li>
<li><span style="mso-bidi-font-family: Cambria; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Cambria; mso-fareast-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>I plan to retire on May 21, 2014. </li>
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<br />
<h3>
My Mentors</h3>
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My mentors have been hugely important to me.<span style="mso-spacerun: yes;"> </span>They encouraged me when I was uncertain and
gave me good advice when I needed it.<span style="mso-spacerun: yes;">
</span>Because this is the Annual Women’s Luncheon, I will talk about my women
mentors.<span style="mso-spacerun: yes;"> </span>However, as a woman in
mathematics, computer science, and technology, men have also been very
important mentors for me.</div>
<ul>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">My
parents</b> encouraged me to go to school for as long as I wanted, although
they made me pay for it once I hit graduate school.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">Don
Tarbutton</b> was my high-school math teacher.<span style="mso-spacerun: yes;">
</span>He taught me that math could be fun and encouraged me to further my
education.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">Doug
Nance </b>and<b style="mso-bidi-font-weight: normal;"> Bill Lakey </b>were my
favorite professors when I was an undergraduate.<span style="mso-spacerun: yes;"> </span>They encouraged me to go to graduate school,
and their support helped me to believe in myself.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">Ed
Ingraham </b>was my graduate dissertation advisor.<span style="mso-spacerun: yes;"> </span>He taught me the value of compassion and a
good work-life balance in addition to providing the professional direction I
needed to complete my Ph.D.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">Sabra
Anderson </b>was the Dean of Science and Engineering when I was department
head.<span style="mso-spacerun: yes;"> </span>She taught be how to be tough but
fair.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">Dianne
Dorland </b>was department head of Chemical Engineering while I was head of
Computer Science.<span style="mso-spacerun: yes;"> </span>She taught me not to
apologize too often.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">Sandra
Featherman</b> was the Vice Chancellor for Academic Administration when I was
hired as Director of Information Services.<span style="mso-spacerun: yes;">
</span>She taught me how to base my decisions on principles.<span style="mso-spacerun: yes;"> </span>This enabled me to make consistent decisions
efficiently, without having to rethink my approach to each new problem.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><b style="mso-bidi-font-weight: normal;">Andrea
Schokker </b>is the Executive Vice Chancellor for Academic Affairs and my
current boss.<span style="mso-spacerun: yes;"> </span>She has demonstrated
transparency in decision making, even when it gives her critics
ammunition.<span style="mso-spacerun: yes;"> </span>She emphasized the
importance of having fun and enjoying your work.</li>
</ul>
<br />
<h3>
A Challenge to the Community</h3>
<br />
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When I was a graduate student, I was very involved in the
feminist movement.<span style="mso-spacerun: yes;"> </span>Back then we dreamed
of how women would change the world for the better.<span style="mso-spacerun: yes;"> </span>As we moved into positions of power, we would
use that power for good.<span style="mso-spacerun: yes;"> </span>We would
leverage our people skills to empower others.<span style="mso-spacerun: yes;">
</span>We would advocate for peace and a better world.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I have discovered that things are more complex than that
long-ago vision.<span style="mso-spacerun: yes;"> </span>I have had wonderful
women mentors who more than exceeded that early feminist vision, but I have
also known women that I did not admire.<span style="mso-spacerun: yes;">
</span>Men have been important mentors to me, often exemplifying the soft
skills that women are known for.<span style="mso-spacerun: yes;"> </span>It just
goes to show you to be wary of generalizations, although vision and goals are still
powerful tools.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
UMD has changed a great deal in the past three years.<span style="mso-spacerun: yes;"> </span>With such great changes often comes
disruption and angst.<span style="mso-spacerun: yes;"> </span>I am troubled by
the polarization that has resulted in our community.<span style="mso-spacerun: yes;"> </span>I challenge all of you to put your skills to
good use rebuilding the UMD community.<span style="mso-spacerun: yes;">
</span>Here are some specific suggestions:</div>
<ul>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Give people the benefit of the doubt.<span style="mso-spacerun: yes;"> </span>Don’t jump to conclusions without concrete
evidence.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Recognize that those with opposing views may
have some parts of their arguments you can agree to.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Talk to those on both sides of the issues and
really listen to what they have to say.<span style="mso-spacerun: yes;">
</span>Don’t rely on hearsay.</li>
<li><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Advocate for understanding and positive working
relationships.</li>
</ul>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I have loved working at UMD, and I will truly miss all of
the great people here who have been my colleagues and friends.<span style="mso-spacerun: yes;"> </span>UMD is a great institution.<span style="mso-spacerun: yes;"> </span>Please do your best to make it even better.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Thank you very much.</div>
Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-89548528162497784692014-03-14T14:20:00.000-07:002014-03-14T14:20:22.310-07:00Banning BossyLast weekend I read an article in Parade Magazine, "<a href="http://parade.condenast.com/268680/lynnsherr/condoleezza-rice-sheryl-sandberg-and-girl-scouts-ceo-anna-maria-chavez-lets-ban-bossy/">Condolezza Rice, Sheryl Sandberg, and Girl Scouts CEO Anna Maria Chavez: Let's Ban Bossy</a>." I also found the <a href="http://banbossy.com/">Ban Bossy</a> web site. The goal of this movement is to encourage leadership development in young girls by removing the negative connotation that comes with the label "bossy."<br />
<br />
Like many women leaders, I am familiar with the "bossy" label. I just hadn't thought about it much until I read this article. The label definitely sends a message to girls that they should not step up to a leadership role. Those that do earn the label and the resultant teasing. It saps confidence. How many times have you heard a girl called bossy? How about a boy? <br />
<br />
Of course, times are changing, and we see more and more women in leadership positions these days. Many of us have had to struggle to overcome a lack of confidence to take our places, including me. A woman friend and I used to coach each other to "not apologize," as we both recognized our tendency to start out a request or an opinion with an apology or an acknowledgement that we "might be wrong about this...."<br />
<br />
Like some many things in life, I learned a few good things from the bossy label. I learned to be more sensitive to the way I present myself, to the way I ask for someone to do something. I learned to be more diplomatic in offering criticism. These are good lessons. But I'm still all for banning bossy.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-39736777228837840592014-03-07T14:58:00.000-08:002014-03-07T14:58:04.352-08:00It's So Easy to be a CriticWe had an incident on our campus yesterday when someone reported a person on campus with a gun, near our bus stop. Our police responded quickly, resolved the problem, and arranged to have a campus alert sent out. An all-clear followed somewhat shortly after the original alert. Our campus has practiced for just this type of scenario, and from my point of view, I thought it all went very well.<br />
<br />
Today I heard that the police had come in for a fair bit of criticism about this event. I don't know any details, and I'm not sure what the gist of the complaints were. But I've heard that sending out an alert has often resulted in criticism aimed back at the sender, some of it bordering on abusive. I wonder why this is.<br />
<br />
I've been thinking today about how easy it is to be a critic, especially when you are criticizing some faceless human being. I wish that as a society we could learn to be a bit more tempered in our criticism.<br />
<br />
Critical thinking is an important skill. We pride ourselves in higher education that this is something we teach our students. But critical thinking is a two-sided coin. The good side helps us to see things that are wrong and work to correct them. The bad side lets us fall into a knee-jerk response that the other person must be an idiot. Let's work to stay on the good side. And when we do have useful criticism to offer, let's try to do it diplomatically.<br />
<br />
I hope you'll join me in thanking our police officers for putting their lives on the line to protect us.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-4493206892190200942014-02-28T14:52:00.000-08:002014-02-28T14:52:11.935-08:00Reconciling Multiple StoriesWhenever I come across a conflict, I notice how the key to the conflict is almost the different stories the participants bring to the issue. I have learned that it is almost always best to make sure I hear all of the stories before I start to take any action.<br />
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It is mighty tempting to buy into the first, or most recent, story I've heard. This is especially true when the story is coming from someone I like or respect. How can they be wrong in what they are telling me?<br />
<br />
I counsel patience and further investigation. Nearly every time, when I hear a different person's story, I find that story makes sense to me, too. Even if it is about the same issue or incident. And if there are multiple people involved, then there are multiple stories, and they are almost all different.<br />
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The challenge for a leader is to find ways to reconcile these multiple stories and to help the participants become aware of them. Most of the time we can find common ground and a solution when we listen to each other and integrate these multiple perspectives.<br />
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People that have the hardest time with this are those that have a strong tendency toward seeing things as black or white. These people often miss those important shades of gray, which makes it harder to see the full picture. If you see yourself in this, just remember that seeing shades of gray is a skill that can be learned, just like most skills. Take the time to practice and you will surely improve.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-15957868294789520142014-02-07T14:56:00.000-08:002014-02-07T14:56:35.291-08:00Leading Into RetirementMy retirement was announced this week. I'll be leaving work at the end of May and moving into the next stage of my life. <br />
<br />
This change is bittersweet. I have been thinking of all the great friends and colleagues that I have worked with over the years. It seems hard to imagine that I will no longer have the regular interactions with them that I have enjoyed as an IT leader for 22 years. I like to think that I might still see many of them from time to time, but I know that this will be seldom if ever for many. It is hard to think of this loss without some regrets.<br />
<br />
Nevertheless, this still feels like a great decision to me. We all have to go sometime, and I'm happy to be going while I am healthy and full of ideas about what to do next. I am looking forward to managing my time to please myself, at least much of the time.<br />
<br />
I have been thinking about all of the great leadership lessons I've learned and how they might guide me in retirement. I think I still want to plan my time, prioritize my goals, and actively manage my calendar. I hope I can avoid being one of those retirees who still feels she must manage those around her; I think my husband would object to that. But I know building and maintaining relationships will still remain at the top of my list.<br />
<br />
I plan to spend the next four months helping the ITSS team prepare for the future. I know they will do a great job without me. Ultimately, that's the best payoff for good leadership.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com1tag:blogger.com,1999:blog-5327489408642221017.post-43138822996483501312014-01-31T14:45:00.000-08:002014-01-31T14:45:18.221-08:00This week I will point you to the fourth and final article by Mark Goulston and John Ullmen, "<a href="http://blogs.hbr.org/2013/07/when-youve-done-enough-do-more/">When You've Done Enough, Do More</a>."<br />
<br />
The authors talk about "overdelivering" and doing more than what was expected of you in order to strengthen relationships. This can pay off in surprising and positive ways. The article has some great examples, so please read it. And here is a quote:<br />
<blockquote class="tr_bq">
When you begin interactions in this way — by doing more, and
sometimes even taking a risk in the process — you form instant bonds
with people who are tired of being ripped off, manipulated, or given the
bare minimum of service. You prove immediately to these people that you
have integrity. And they tell other people, who tell still more people.<br />
</blockquote>
<blockquote class="tr_bq">
In fact, you can “do more” for people who have no connection with you
at all. Think of this as committing “random acts of doing more.”</blockquote>
In the past year, I have been approached by three newer administrators, all of whom have asked me to meet with them regularly. In these sessions they have asked my advice, shared their difficulties and successes, and built a valued relationship with me. I hope I have helped them, and I know they have helped me. By taking the extra step of meeting with them regularly, I have benefited in ways that I didn't anticipate.<br />
<br />
In working with customers, I often take the extra step of making a final follow-up query. Even when I think their issue has been resolved, I take the time to ask them how they feel about it. Most of the time, all is well, but occasionally I find that there is a still an unresolved problem. If I hadn't followed up, they might not have complained, and I would probably never know that I had left behind an unhappy customer. Taking that extra step pays off over and over again. Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-58900604918854632872014-01-24T14:29:00.000-08:002014-01-24T14:29:08.578-08:00Watching Leaders EmergeToday the Governor of Minnesota, Mark Dayton, visited our campus, along with three legislators and the Commissioner of Education. Although I could write about the leadership styles of these seasoned politicians, I'm choosing instead to write about the leadership exhibited by the students who spoke during the question-and-answer period.<br />
<br />
I estimate that about half of the attendees were students, and in addition to our students from the University of Minnesota Duluth, we also had attendees from the College of St. Scholastica, Lake Superior College, and Fond du Lac Tribal and Community College. Students from all of these campuses spoke, and they did a terrific job. I think it takes leadership to get up in front of a large crowd and ask a question. So many people worry about looking dumb or foolish, but these students overcame these fears in order to speak. <br />
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Here are some of the characteristics I noticed.<br />
<ul>
<li><b>They came prepared.</b> Many had notes on pieces of paper, and one read from his smart phone. They used data to support their arguments. They had clearly thought ahead about what to say.</li>
<li><b>They were respectful.</b> Even those that clearly had a strong opinion behind their statements were careful to speak with care and respect. There was no name-calling.</li>
<li><b>They listened to the responses. </b> There is nothing more frustrating than a person who asks a question and doesn't wait for the response. With perhaps one exception, these people were truly interested in the answers. They were not looking for a debate or trying to push the speakers to give a particular answer.</li>
<li><b>They spoke from the heart.</b> The speakers clearly conveyed how much they cared about the issues they were raising. This made it nearly impossible to dismiss or ignore what they said.</li>
</ul>
I was proud of our students today. They exhibited real leadership as well as critical thinking. I think we must be doing something right at UMD. Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-81153583720003587312014-01-17T14:10:00.002-08:002014-01-17T14:10:50.480-08:00Working Toward Real UnderstandingThis week I will point you to the third of four articles by Mark Goulston and John Ullmen, "<a href="http://blogs.hbr.org/2013/04/how-to-really-understand-someo/">How to Really Understand Someone Else's Point of View</a>." <br />
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The authors talk about how important it is to start from where the other person is in order to influence him or her to get to where you are. They also talk about three ways to engage others: situational awareness, personal awareness, and solution awareness. I encourage you to read the article in order to find out what these three awareness methods are.<br />
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Last week I talked about my own tendency to jump to a solution when someone comes to me for advice. I've been working in IT administration for a long time, so it is easy for me to provide a quick answer. But this strategy does not help the other person develop problem-solving skills. And it results in that person continuing to come to me for answers, increasing the number of interruptions I need to deal with. <br />
<br />
Although it may take a bit longer, a better approach is to ask, "What would you do in this situation?" or, "What do you recommend." If I can make myself do this consistently, I might even find that others have better ideas and novel new approaches. Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-62777449919671284642014-01-10T14:41:00.000-08:002014-01-10T14:41:27.467-08:00Influence By ListeningToday I'll write about the second of a series of articles by Mark Goulston and John Ullmen in the Harvard Business Review Blog. This one is "<a href="http://blogs.hbr.org/2013/03/for-real-influence-use-level-f/">For Real Influence, Listen Past Your Blind Spots.</a>" Here the authors describe four levels of listening, which range from hardly listening at all to listening for true understanding. Of course we would always like to be at the top of the range, but it's harder than it might seem to put your ego on hold enough to really understand what the other person is saying.<br />
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I personally find myself quite often at the authors' level 3, where I offer a solution rather than simply listening and letting the other person come to his or her own solution. This can sometimes be okay, if all the other person wants is a quick decision. But often people prefer a good ear, especially if the issue is a more complex or troubling one. I have to work hard to keep my mouth shut and my brain disengaged from its problem-solving mode. <br />
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Read the full article for some great questions you can ask when listening to get you to level four and keep you there. Practice may not make perfect, but it sure does help you to improve.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-24322710761013348892013-12-20T13:56:00.002-08:002013-12-20T13:56:43.528-08:00Be Grateful and CelebrateMany of us celebrate holidays this time of year, and they often include spending time with family and friends. Please take time to be grateful for all we have, including our loved ones. And celebrate the coming of the new year.<br />
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Best wishes to you all as we finish up 2013, and Happy New Year!Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-83424582190346208372013-12-06T14:44:00.000-08:002013-12-06T14:44:38.086-08:00Influence Versus PersuasionToday, I'll point you to a short article from the Harvard Business Review Blog, "<a href="http://blogs.hbr.org/2013/02/to-have-real-influence-focus-o/">To Have Real Influence, Focus on a Great Outcome</a>," by Mark Goulston and John Ullmen. The authors have written a book, "<a href="http://www.getrealinfluence.com/">Real Influence: Persuade Without Pushing and Gain Without Giving In</a>." The HBR Blog post is the first of four articles based on the book.<br />
<br />
I encourage you to read the article, but here is a quote to entice you:<br />
<blockquote class="tr_bq">
When people paint a picture of a great outcome, they’re not trying “to
persuade people to do something important.” They’re trying to
“positively influence them” to get them to a better place.</blockquote>
In contemplating this article, I realize I often fall back on the less effective method of trying to persuade someone else that my approach is best, my methodology is superior, or my vision is the right one. Notice in the paragraph above the shift in perspective to the other person. In order to influence someone to get to a better place, you have to focus on that person, not on yourself.<br />
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There is a lot of ego involved in persuasion, but a focus on influence can help limit your ego. You are trying to help someone get to a better place, rather than telling them to come to your place. I believe that your better place is not likely to be my place, but I have to work hard to keep that in mind. I'll try to remember to influence rather than persuade.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-70554249504851102182013-11-22T13:39:00.000-08:002013-11-22T13:39:56.318-08:00Tough or Nice?Here is a very interesting and short article from the Harvard Business Review Blog, "<a href="http://blogs.hbr.org/2013/09/the-best-leaders-are-both-toug/">The Best Leaders Are Both Tough and Nice</a>," by Kevin Evers. The answer is in the title, but read the article for some interesting data to support it.<br />
<br />
I struggle with the tough versus nice challenge. I want people to like me, which pushes me toward nice. But I worry if I am not tough enough, I'll be a pushover, and I won't get the best from people. It turns out that, like most things, balance is the key. You need some of both to be a success as a leader.<br />
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When I think about bosses I have had, I find that I agree with the article, too. Bosses that are too nice risk people not respecting them or not pulling their full load. Bosses that are too tough don't motivate me to do my best. Again, balance is key.<br />
<br />
Different strategies work with different people and in different circumstances. Sometimes you want to start off tough and then lighten up, and sometimes you start nice and toughen up. With some people you can be nice most of the time, and with others you have to stay tough more of the time. Learning what works with which people is one of the challenges of leadership.<br />
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If you are a leader, be sure you keep both niceness and toughness in your tool kit.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-35072874361734226422013-11-15T14:22:00.001-08:002013-11-15T14:22:53.064-08:00Don't Let Your Time Get Away From YouDo you ever come to the end of your day and wonder what you have accomplished? If so, it's likely you spent a lot of time responding to email. Now I love email, so don't expect one of those rants about how we would get so much more done if we didn't have to respond to email. When I was starting my career, the bulk of communications within an office was still done with paper memos. What do you think is faster, firing off an email message, or rolling a piece of paper into a typewriter, typing out the text, taking the paper to a copier, placing the copies into individual mailboxes, and then waiting for people to actually get back to you? Give me email any day.<br />
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Like all good things, email has good and bad qualities. We had much less spam back in the paper memo days. People had fewer expectations about getting an immediate response to a memo. ASAP meant hours or days, not seconds or minutes. <br />
<br />
In this time of fast communications and even faster responses, it's important to build in time to think and to focus on what's important. The problem with email is that the important stuff comes interspersed with the unimportant. It is much easier to get distracted.<br />
<br />
Peter Bregman wrote, "<a href="http://blogs.hbr.org/2009/07/an-18minute-plan-for-managing/">An 18-Minute Plan for Managing Your Day</a>," in the Harvard Business Review Blog. Read his article to see how his plan works. Like most plans, though, it involves planning your day ahead of time, using defensive calendaring to set aside time for high-intensity work, and reviewing what you have done.<br />
<br />
Don't let your tasks control you. Take control of your time and practice. You can get better at this.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-9315715724745002232013-11-08T14:04:00.002-08:002013-11-08T14:04:58.058-08:00Speaking in PublicI enjoyed reading this article, "<a href="http://www.linkedin.com/today/post/article/20131108024038-21564708-captivate-you-listeners-with-these-speaking-tips?trk=mta-lnk">Captivate Your Listeners with these Speaking Tips</a>." The author is Rita J. King from <a href="http://sciencehouse.com/#!">Science House</a>.<br />
<br />
Many people are afraid, some deathly afraid, of speaking in public. But like many human skills, you can learn to do it and get better at it over time. If you want to be a leader, it's essential to be able to speak (and write) about your ideas. <br />
<br />
During our leadership training from <a href="http://www.morassociates.com/">MOR Associates</a>, we learned about "elevator speeches." An elevator speech is short, just taking the amount of time that an elevator ride requires. This is a great way to start. Develop an elevator speech about an issue you feel passionate about. Practice it in front of a mirror first, then with someone you trust. The more times you give it, the smoother you'll get. See if you can influence others to make a positive change with your elevator speech.<br />
<br />
One of our staff members recently joined <a href="http://www.toastmasters.org/">Toastmasters</a>, because he saw it as a good way to develop his speaking skills. What a terrific idea. Others I have known have attended training in the <a href="http://www.artofhosting.org/">Art of Hosting</a>. There are many ways to develop your speaking skills, and good speaking is just one of the important tools of a leader. Give something new a try today.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-76169882648710088752013-11-01T14:39:00.000-07:002013-11-01T14:39:54.626-07:00ResilienceEvery Tuesday, Jim Bruce from MOR Associates sends out a synopsis of an article he thinks is interesting for leaders. This week's article is "<a href="http://blogs.hbr.org/2013/07/surprises-are-the-new-normal-r/">Surprises Are the New Normal; Resilience Is the New Skill</a>," by Rosabeth Moss Kanter, Ernest L. Arbuckle Professor at the Harvard Business School. The article appears in the <a href="http://blogs.hbr.org/">Harvard Business Review Blog Network</a>.<br />
<br />
This article really made my day and my week. I've been feeling buffeted by change and challenges lately and wondering what to do about it. Moreover, I've been having a hard time forgiving myself for my mistakes. According to Professor Kanter,<br />
<blockquote class="tr_bq">
"... the real skill is the resilience to climb out of the hole and bounce back."</blockquote>
According to Kantor, resilience is built on the cornerstones of confidence, which are:<br />
<ul>
<li>accountability (taking responsibility and showing remorse)</li>
<li>collaboration (supporting
others in reaching a common goal)</li>
<li>initiative (focusing on positive
steps and improvements) </li>
</ul>
Kanter also refers to her book, "<a href="http://www.amazon.com/Confidence-Winning-Streaks-Losing-Begin/dp/1400052912/">Confidence: How Winning Streaks and Losing Streaks Begin and End</a>." I intend to buy this soon. It's also important to note that resilience comes from values and character, not from arrogance and narcissism. If you are feeling short on resilience, be sure to read this article.<br />Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-75384578146437751402013-10-25T13:14:00.000-07:002013-10-25T13:14:29.240-07:00Critical Thinking, Criticism, and Problem SolvingIn higher education, we talk often about the value of critical thinking. We want our students to learn to be critical thinkers. Wikipedia gives a whole <a href="http://en.wikipedia.org/wiki/Critical_thinking">list of definitions</a> of critical thinking, but here is one I particularly like:<br />
<blockquote class="tr_bq">
<b>Critical thinking</b> is a tool by which one can come about reasoned conclusions based on a reasoned process. </blockquote>
Criticism is a related activity, but there are some differences. Here is <a href="http://en.wikipedia.org/wiki/Criticism">Wikipedia's definition</a>:<br />
<blockquote class="tr_bq">
<b>Criticism</b> is the practice of judging the merits and faults of something or someone in an intelligible (or articulate) way.</blockquote>
Finally, we have problem solving. It seems to me that the first step in problem solving is recognizing that there is a problem and defining it. This requires critical thinking, or maybe criticism. After all, you can't solve a problem if you don't know what it is.<br />
<br />
So what's not to like about all of this? Like almost any good human attribute, there is a flip side. If you let your critical thinking flip into negativity, then you will have a hard time getting support from others in solving the problem. If your criticism is too harsh, then the recipient will have a hard time accepting it, since he or she will become mired in feeling bad and won't hear the message.<br />
<br />
I value my skill as a critical thinker and a problem solver, but I sometimes struggle in giving criticism. What helps me in this realm is to keep balance in mind. I must balance my critical thinking with compassion and diplomacy. And like a lot of people, I can be my own worst critic, so I have to remind myself to keep that important balance when I am working on self improvement.<br />
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Leaders must be critical thinkers, they must solve problems, and they must offer criticism. The trick is to employ balance to do it well.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-90318978954712819092013-10-11T14:34:00.001-07:002013-10-11T14:34:19.686-07:00Planning and Measuring Pays OffInformation Technology Systems and Services (ITSS), the department I lead, has been creating an annual <a href="http://www.d.umn.edu/itss/about/goals2013-2014.html">Goals and Priorities</a> plan for many years now, with the plans on the web back to 2000-01. Moreover, we have been collecting process measures in each of our teams back to 1996. This year, we saw a major payoff to all this work. The UMD campus has launched a <a href="http://www.d.umn.edu/vcaa/program_prioritization.html">Program Prioritization Initiative</a>, whereby every campus unit will submit information, including measures data. This information will be scored by a committee and reviewed by our Chancellor's Cabinet. Here is the goal of this initiative:<br />
<blockquote class="tr_bq">
The goal of the Program Prioritization initiative is to manage and
allocate our financial resources in ways that will best meet the needs
of our students and our community. </blockquote>
As our department has been working on our responses, we discovered how valuable our plan and measures are. We were able to respond to the questions by showing our plans and supporting our points with measures data.<br />
<br />
Now certainly we believed that these plans and measures were worthwhile during all of the years we have been doing them. Planning documents set the goals for the department to meet each year. Measures allowed us to see how our processes were working and to seek improvements where needed. If we hadn't believed in their value, we would not have done all that work.<br />
<br />
This year, however, it feels really great to see that work pay off as we work on our program prioritization response. We sure hope we get some great scores.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-7850706709015859452013-10-04T14:46:00.000-07:002013-10-04T14:46:59.049-07:00Engaging the Other SideThis week I read, "<a href="http://blogs.hbr.org/2010/09/need-buy-in-invite-the-lions-i/">Need Buy-In? Invite the Lions In</a>," by John Kotter in the Harvard Business Review Blog Network. There is an accompanying <a href="http://vimeo.com/20522985">video</a> as well. In these materials, Kotter talks about the value of bringing the "naysayers and obfuscators" to your presentation.<br />
<br />
This reminded me of some of the issues we are experiencing in our newly-established Technology Coordination Meeting in our department. We have had a few experiences when a technical group brings forward a new technology or upgrade, only to have many objections raised by the support staff, who worry about the impact on customers. The technical group comes in, thinking they are ready to go, only to find out that there are many objections to their roll-out plans as well as requests for further testing and documentation. The support staff are happy to have a say in the process, which they might not have had before, but the technical staff feel criticized and delayed. As one technical person said to me, "It isn't a good idea to replace one unhappy group of people with another."<br />
<br />
As a result, we have made several changes to our process. The first change is to ask the technical staff to come forward earlier in the process, so that the concerns can be addressed during the development phase, rather than at the end. The second change was suggested by one of our support staff, and it seems to be working great. We have invited customers to join our Beta Bulldogs group. We give them access to the new service early, ask them to help us test, and fold their advice and experiences into the further development of the solution. This new process seems to be working just great so far.<br />
<br />
Despite the growing pains with our Technology Coordination Meetings, I think we are already seeing the value of this new process. Hearing concerns before we roll out new services, and involving the support staff in solving the problems, simply strengthens the final product. And that is good for all of us. Keep those lions coming.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-49160545385676397952013-09-27T14:57:00.002-07:002013-09-27T14:57:39.295-07:00The Value of ExerciseI am a big believer in exercise, and here is an article that tells how it can help me think better. "<a href="http://www.scientificamerican.com/article.cfm?id=why-do-you-think-better-after-walk-exercise">Why Do I Think Better After I Exercise?</a>"by Justin Rhodes appeared in <a href="http://www.scientificamerican.com/">Scientific American</a>. Check out the article for a scientific answer to the question.<br />
<br />
Leaders have to be at the top of their thinking games, and exercise can help. I exercise every morning before I come to work, and I try to take a walk during the noon hour if I can get away. Some staff in my department are using standing desks now to get away from sitting down so much. Whenever I walk around campus, I try hard to take the stairs whenever possible. Sometimes I go out of my way to include extra stairs. Every little bit helps.<br />
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If you need to rev up your thinking engine, get up and move around.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-21073569906727632932013-09-20T14:18:00.000-07:002013-09-20T14:18:07.941-07:00Confidence and LeadershipGood leaders must be confident, or else those who should follow will lose their belief in the leader. On the other hand, a good leader must be sure not to overstep into arrogance or rely too much on the power to mandate decisions. When a leader does encounter significant opposition, it can be difficult to retain confidence, but that's often when you need it the most.<br />
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Amy Jen Su and Muriel Maignan Wilkins wrote, "<a href="http://blogs.hbr.org/2013/04/to-strengthen-your-confidence/">To Strengthen Your Confidence, Look to Your Past</a>," in the Harvard Business Review Blog. Check out their article for some great ideas on retaining confidence in adversity.<br />
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Here are some tips that have worked for me.<br />
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<li><b>Beware of imposter syndrome. </b> This is the feeling that someone made a mistake in hiring you for the job you are in. Think about the skills you bring to the job, and remind yourself what those people who hired you saw in you. </li>
<li><b>Think about a different path. </b> If you are getting considerable opposition to your plan or strategy, think of another way to describe it or a different way to get there. </li>
<li><b>Describe what or where but not how.</b> Tell your team what you want to accomplish or where you want to end up, but involve them in developing how to get there. Have confidence in the end goal but give a little on the details.</li>
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Confidence is a critical skill for leaders to develop. Like many skills, practice leads to improvement. Practice being confident, even if you don't feel that way at the moment. Over time, you'll feel that way more and more.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-40366742605222308412013-09-13T11:51:00.000-07:002013-09-13T11:51:30.289-07:00Learning About Social JusticeThis week I attended a two-day training session led by <a href="http://drkathyobear.com/">Dr. Kathy Obear</a> from the Alliance for Change Consulting. This is the second time Kathy has been to our campus, and both sessions were inspiring. I came back with two pages of action plans. <br />
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Here is a definition of social justice that Dr. Obear provided:<br />
Adams, Bell and Griffin (2007) define social justice as both a process and a goal. <b>"The goal of social justice education is full and equal participation of all groups in a society that is mutually shaped to meet their needs. Social justice includes a vision of society that is equitable and all members are physically and psychologically safe and secure."</b><br />Adams, M., Bell, L. A., & Griffin, P. (Eds.). (2007). Teaching for diversity and social justice: A sourcebook (2nd ed.). New York, NY: Routledge. <br />
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As a leader, I believe I am committed to social justice, but I don't always know how to advance my beliefs. This is what makes training so valuable. Now I know what steps to try next. Probably not all will work well, but I believe that some positive change will happen as a result. <br />
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My other leadership challenge is how to engage people who are either indifferent or opposed to social justice, not that there are any of these folks in my department. This problem exists with all kinds of leadership challenges, not just this one. I have found that a combination of listening and articulating new approaches works best in most cases. I also need to accept that not all of my audience will agree with my ideas, but I can hope that they may be somewhat influenced by them.<br />
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Finally, I know that I need to work hard to advance my own learning in this area. I have had many experiences that have shaped my beliefs and attitudes, but I have more to learn. I am committed to finding the time to work on myself.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-20792222666710045282013-08-30T14:28:00.000-07:002013-08-30T14:28:35.764-07:00Welcoming Students Back to SchoolFor nearly twenty years now, I've been greeting new students and their parents as the students move into the UMD residence halls for the first time. It is an exciting time for families. Students are both eager and apprehensive about starting this new phase of their lives. Parents are proud of their kids but missing them already. It is fun to meet them and encourage them to share just a little of their life stories.<br />
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I just came from the Chancellor's Convocation, an event for new students intended to infect them with our enthusiasm, open their minds to our shared values, and encourage them to be successful. As I looked out over the sea of student faces, I wondered which of these students will become our leaders of tomorrow. I also greeted some of our returning students, and I saw for myself how they are expanding into their maturity and emerging as leaders. The president of our Student Association spoke to the new students, talking about how she never anticipated where she would be today when she was a new student three years ago.<br />
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On Monday, I will be offering a workshop to a small group of students titled, "Building Friendships and Influencing Others." This workshop is based on the article, "Building Relationships," by Brian McDonald of <a href="http://www.morassociates.com/">MOR Associates, Inc</a>. Of all the lessons I have learned from Brian and others at MOR, the four <b>I</b>s of initiative, inquire, invest, and influence had the most profound impact on me, and I am hoping to pass it on.<br />
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For those of you who work in education, enjoy this time of year. Meet some new students, and encourage them. We are all responsible for helping them to succeed. Some of them will become great leaders, and many others will provide leadership at different levels. Show them how we do it.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-37902550903986598752013-08-23T13:58:00.001-07:002013-08-23T13:58:04.534-07:00Excitement or Stress?It's the time of year when most of us in service organizations in higher education are moving at a very fast pace. Our freshmen arrive on campus next Wednesday, and classes begin the following Tuesday. We are putting the finishing touches on all of those projects that we want to have done before classes begin.<br />
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We in IT work hard all year long, and summer is no exception. We try to use summer to focus on large projects that could impact services, but increasingly we find that there is no down time to our year, and there are fewer times that have minimal customer impact. So finding time to make major changes is a challenge.<br />
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Despite all this, it is exciting to think about students returning to campus. Much as I hate to see summer come to an end, students are the reason we are all here, and we look forward to seeing our students share the technology we provide. We also look forward to having our valued student employees return to campus. Some student employees work for us through the summer, but many return home to work or complete an internship. We know we cannot deliver the quality of service we do without their contributions, so we welcome them back with open arms.<br />
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I welcome the excitement that comes this time of year, but I have to be careful to manage my stress and watch over our staff. Excitement can switch to stressed-out in the blink of any eye. Stress often pops up when that project you were just about to finish runs into a roadblock. At those times, I try to step back, take a deep breath, and then start making contingency plans. When you are in the heat of the moment, it may seem like a huge deal when something goes wrong, but it is rare when you can't recover, find a new way, or ask for help. Occasionally the best solution is to slow down a little, extend your time line, and make sure you are getting it right. Other times, you need to shut your door, put your head down, and push through.<br />
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So whether you are excited or whether you are stressed, remember to take care of yourself this time of year. Get some exercise. Take a break. Sound off to a friend or colleague. Taking care of yourself enables you to enjoy the excitement and minimize the stress. Happy start of school to all!Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-68804951423520350392013-08-16T12:34:00.000-07:002013-08-16T12:34:23.434-07:00Developing a New ProcessDeveloping a new process can be a real challenge, both for leaders and for participants. It can even become painful when people's feelings are involved. <br />
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Here is an example from our department. Earlier in the summer we created a regular technology coordination meeting. The purpose of this meeting is to allow a project team to tell other interested staff about their project and seek input before moving ahead with implementation. The rub comes when a team, which has been working very hard on a project, receives feedback from others that the project isn't ready to go. Or even if the project is ready to go, a team may be asked many questions, leading the team members to feel that they are "being beat up," or "not trusted to do their jobs." And those doing the questioning may feel that their concerns are not being adequately addressed or that the work they need to do to support the project is being dumped on them at the last minute.<br />
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This meeting, and the change management process that it supports, has been a very valuable effort, in my opinion. But I don't like to see people's feelings being hurt. I keep trying to remind myself that conflict can be a good thing, but it doesn't always feel very good when you are in the middle of it. I talked with several staff members today, and when I mentioned feelings, one told me, "I don't have feelings." This made us both laugh. Feelings are difficult to work with in the high-tech world.<br />
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Because I want this new process to evolve and be successful, I'm optimistic that we will all learn from the experience and get better at working together at our coordination meetings. Feelings are important, so we need to learn to get the issues on the table without too much ego damage. And in the end, I am confident that the changes we make will be better planned and have less negative impact on our customers.Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0tag:blogger.com,1999:blog-5327489408642221017.post-49370989752953514952013-08-02T14:40:00.000-07:002013-08-02T14:40:58.854-07:00What To Do When You're TiredI'm tired today. I've been pushing hard this week, and I didn't sleep all that well last night. But I'm still at work and trying to be as productive as I can. So what should you do when you are tired?<br />
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<li><b>Get some rest.</b> This seems obvious, but I'm constantly surprised at the number of people who push themselves through day after tired day without addressing the underlying problem. I'll definitely sleep well tonight. I make sleep and rest a priority, because I know I work best when I'm rested.</li>
<li><b>Do something fun or relaxing.</b> I've got a weekend coming up, and I definitely want to enjoy myself. Relaxing is different than sleeping. It involves really getting away from work and giving yourself the down time you need. I have a hobby that I enjoy, so I'll spend time on that this weekend. Try to turn your brain away from work so that when you return to work, you'll be refreshed.</li>
<li><b>Get some of the easy stuff out of the way.</b> This can be dangerous advice, because I can easily be tempted to spend way too much time on the easy stuff and never get to the important and more difficult work. But on a day like today, when I know I'm not at my peak, clearing away some of the things that must be done but don't take too much brain power seems like a good strategy.</li>
<li><b>Get up and move.</b> Walk around to clear your head. Talk with a colleague. Moving your body helps clear your mind. Even a five-minute break can help.</li>
<li><b>Get some help.</b> If you find that you are having more than an occasional tired day, you may need some help to make a major change in your life. Seek advice from someone you trust. Ask your manager to help you look at your work load and determine what could change. If you think you might be depressed or ill, seek professional advice.</li>
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I'll be back on Monday, and I'm sure it will be a better day. Linda Deneenhttp://www.blogger.com/profile/16275957873393659766noreply@blogger.com0