Embracing Distractors

As a leader, do you encourage or discourage distractors in the workplace?

Recent studies have revealed the productivity cost of interruptions in the workplace. But as the world gets more distracting, can we truly uphold the ideal of undivided attention?   In fact, is undivided attention even desirable?  Not all disruptions are negative. Gazing out the window allows your brain to come up with new ideas or process information. Logging on to social media for a few minutes can give you a much-needed break so you return to work in a better, more productive mood. Instead of barring things that take attention - your own and that of the staff you lead - away from work, try creating and embracing positive interruptions. You might even want to talk with people to find out how they use distractors to help them be more effective in their work.



Adapted from "Three Skills Every 21st-Century Manager Needs" by Andrew L. Molinsky, Thomas H. Davenport, Bala Iyer, and Cathy Davidson.

Leveraging Your Digital Network

As a leader, how do you use your digital network to accomplish your goals?

Most leaders understand how to use online tools, such as LinkedIn, Facebook, and Twitter, to build their networks. But few use these networks to gather information and provide influence. Here are three things you can do with a strong digital network:

• Test ideas. Test proposals and strategies both inside and outside your school/organization. Float an idea to see how many "likes" it gets or to direct people to a survey.
• Broker connections. Increase your influence by positioning yourself as a bridge between unconnected groups. Identify potential collaborations and make introductions.
• Get feedback. Good networkers rely on their contacts to provide feedback on challenges. Post a message about your struggle and solicit input.

Adapted from "Three Skills Every 21st-Century Manager Needs" by Andrew L. Molinsky, Thomas H. Davenport, Bala Iyer, and Cathy Davidson.

With a Global Clientele, Learn to Master Cultural Norms

As a leader, how do you respond when working with people from a culture that is unfamiliar?

If you find you're working with people from a culture with which you are unfamiliar, as a leader, you have to modify your behavior to fit cultural norms. This can be tough, especially if it makes you feel inauthentic. If you face this discomfort, try these four things:

• Identify the challenge. Pinpoint what's making you uneasy. For example, in a culture that values a top-down leadership style, are you struggling to provide clear directives?  If so, how might you manage that?
• Adjust your behavior. Make small but meaningful adjustments that both reflect the culture you're working with while staying true to your values. You don't have to mimic behaviours, but could you adjust your own behaviours to be more reflective of those with whom you work?
• Learn.  As the leader, you need to learn what the cultural norms are.  Do what you need to do to understand what the cultural norms are.  Understanding the differences helps to build bridges.
• Recognize the value. While you may need to behave in counterintuitive ways, focus on the desired outcomes of your interactions.

Adapted from "Three Skills Every 21st-Century Manager Needs" by Andrew L. Molinsky, Thomas H. Davenport, Bala Iyer, and Cathy Davidson.