Weekly Pulse is content curation and highlights from readings, books, podcasts, insights, ramblings, and other interesting things I discovered during the week.
So, let's go with some discoveries from the week!
#1 - How Asking Multiple People for Advice Can Backfire
#2 - How to Stay Focused If You’re Assigned to Multiple Projects at Once
#3 - 28 Questions to Ask Your Boss in Your One-on-Ones
#3 - 28 Questions to Ask Your Boss in Your One-on-Ones
#4 - 8 Steps to Set Goals for the New Year and 4 Ways to Ensure Execution
#5 - Book Notes #103: Business Model You by Timothy Clark, Alexander Osterwalder and Yves Pigneur
How Asking Multiple People for Advice Can Backfire
Source: Harvard Business Review
Author: Hayley Blunden, Jennifer M. Logg, Alison Wood Brooks, Leslie K. John, and Francesca Gino
Summary: Asking for advice often involves seeking opinions from several sources, but this research suggests that it could backfire. Advisors generally prefer to be the only source of advice to maintain their status. When they detect that an advice seeker is consulting multiple advisors, they deem the seeker less competent and their advice less likely to be followed.
The study also found that advice seekers often aren't clear that their intent is just to obtain information rather than expecting the advisors to offer direction. A lack of transparency about goals can lead to misunderstandings in future interactions.
How to Stay Focused If You’re Assigned to Multiple Projects at Once
Source: Harvard Business ReviewAuthor: Heidi K. Gardner and Mark Mortensen
Most of us are juggling multiple teams at once. In theory, this system of “multiteaming” offers a number of upsides: You can deploy your expertise exactly where and when it’s most needed, share your knowledge across groups, and switch projects during lull times.
The reality, though, is a lot more complicated. You’ve probably experienced some challenges of multiteaming — some of the most common include how to manage your time, stress, and development. To better manage your time, try prioritizing and sequencing your work. To better manage your stress, try setting and communicating expectations. And to better optimize your development, try blocking out time for actual learning.
28 Questions to Ask Your Boss in Your One-on-Ones
Source: Harvard Business Review
Author: Steven G. Rogelberg, Liana Kreamer, and Cydnei Meredith
Good one-on-one meetings between managers and their direct reports address the practical and personal needs of the employee, benefitting their performance, growth, and well-being, as well as the success of their team and the broader organization. However, since managers are typically the ones who run these meetings, the employee’s needs are often forgotten.
Then it’s up to the employee to ask questions to get the attention they require. The authors’ research points to twenty-eight questions that can drive the best conversations.
8 Steps to Set Goals for the New Year and 4 Ways to Ensure Execution
Source:
Article of the Week
As the clock strikes midnight on New Year's Eve, it marks not only the end of the year but also the beginning of new opportunities.
The tradition of setting New Year's resolutions has been around for centuries, symbolizing a fresh start and a chance for personal growth. However, studies show that only a small percentage of people actually achieve their New Year's goals.
In this blog post, we'll delve into the science of goal-setting and explore eight steps to help you write effective goals for the upcoming year. Additionally, we'll discuss four strategies to ensure you stay committed and follow through with your goals.
Book Notes #103: Business Model You by Timothy Clark, Alexander Osterwalder and Yves Pigneur
Source:
Book Notes of the Week
Business Model You introduce the concept of applying business model principles to one's own life, emphasizing the need for continuous self-improvement and adaptability. The authors advocate viewing oneself as a business entity and strategically managing personal resources for optimal career success.
The book guides readers through a systematic approach, helping them identify key components of their personal business model, such as skills, values, and passions. It encourages self-reflection and introspection to construct a comprehensive model that aligns with individual goals and aspirations.
The authors present compelling case studies, demonstrating how professionals across various industries have successfully applied these principles to redefine their careers. By employing the business model canvas—a visual tool designed for strategic management—readers gain practical insights into transforming their professional lives.
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