Thursday, November 20, 2014
The Power of Conversational Leadership
http://hbswk.hbs.edu/item/6876.html
Communication is always a challenge, especially in multinational corporations. Boris Groysberg and Michael Slind discuss why it makes sense to adopt the principles of face-to-face conversation in organizational communication.
Helping You Help Me: The Role of Diagnostic (In)Congruence in the Helping Process within Organizations
http://hbswk.hbs.edu/item/7304.html
Executive Summary — Coming up with new ideas and solving difficult problems in modern organizations is increasingly accomplished through collaboration and teamwork. Often when people collaborate to tackle a knowledge-intensive project, they still need external help to achieve their goals: advice, assistance with task completion, team coaching, mentoring, and/or socio-emotional support. Yet we know little about the helping process itself. Indeed, sometimes helping attempts are useless, or worse. By conducting a field study of helping in a major design firm, the authors of this paper analyzed how the helping process unfolded. In particular, they focused on aspects of the process, differentiating episodes that employees assessed as successful from those they deemed unsuccessful. They discovered that the key differentiator was whether the helper and the person being helped established "diagnostic congruence" at the outset - a shared understanding of the state of the project and what sort of help was needed. Overall, the study contributes to our understanding of helping in organizations by discovering the interactional influences on the success of a helping episode. It also sheds light on help from a process perspective, highlights the importance of timing in aspects of the process, and uncovers the prominent role of emotion in perceptions of unsuccessful helping. Key concepts include:
Executive Summary — Coming up with new ideas and solving difficult problems in modern organizations is increasingly accomplished through collaboration and teamwork. Often when people collaborate to tackle a knowledge-intensive project, they still need external help to achieve their goals: advice, assistance with task completion, team coaching, mentoring, and/or socio-emotional support. Yet we know little about the helping process itself. Indeed, sometimes helping attempts are useless, or worse. By conducting a field study of helping in a major design firm, the authors of this paper analyzed how the helping process unfolded. In particular, they focused on aspects of the process, differentiating episodes that employees assessed as successful from those they deemed unsuccessful. They discovered that the key differentiator was whether the helper and the person being helped established "diagnostic congruence" at the outset - a shared understanding of the state of the project and what sort of help was needed. Overall, the study contributes to our understanding of helping in organizations by discovering the interactional influences on the success of a helping episode. It also sheds light on help from a process perspective, highlights the importance of timing in aspects of the process, and uncovers the prominent role of emotion in perceptions of unsuccessful helping. Key concepts include:
Earnings Calls That Get Lost in Translation
http://hbswk.hbs.edu/item/7312.html
Clear communication is critical for a
successful earnings call. The challenge is doubly hard for foreign
executives conducting calls in English. New research by Gwen Yu and Francois Brochet provides guidance to executives speaking to investors in any language.
Overcoming Nervous Nelly
http://hbswk.hbs.edu/item/7335.html
In situations from business negotiations to karaoke, Alison Wood Brooks explores the harmful effects of anxiety on performance—and how to combat them.
Pulpit Bullies: Why Dominating Leaders Kill Teams
http://hbswk.hbs.edu/item/7361.html
Power interrupts, and absolute power interrupts absolutely. Francesca Gino and colleagues discover that a high-powered boss can lead a team into poor performance.
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