New Stanford study on how much leaders communicate & the impact it creates. 4 key conclusions: 1) Leaders are nearly 10X as likely to be criticised by their teams for under-communicating than for over-communicating 2) Leaders who under-communicate are seen as having less empathy & less leadership ability by their teams 3) Leaders are judged much more harshly by their teams for under-communicating than for over-communicating 4) Leaders should adjust their communication patterns by communicating more, even if it leads to the (relatively minor) risk of being seen as communicating too much: journals.aom.org/doi/full/10… (paywall sorry). By Francis J. Flynn & @ChelseaLide @AOMConnect

Research shows that when we switch tasks, it takes an average of 9.5 minutes to get back to a productive state, losing as much as 25 minutes of concentration. Workers typically switch tasks 15 times a day. Here's some helpful advice on using the Pareto principle (20% of effort leads to 80% of results) to get more value out of our days: medium.com/management-matter… By Tobias Charles on @Medium

One model I use constantly is the "hierarchy of capabilities" from the book "Humanocracy: Creating organizations as amazing as the people inside them". As leaders we can expect people to follow the rules, be diligent in their work & to have expertise. But if we want people to take initiative, be creative & be willing to take risks, we have to create the conditions where they "want to" do these things. If leaders could support people to move up this pyramid, we could eliminate half the compliance load in a typical organisation. A summary from @MarcellaBremer: leadershipandchangemagazine.…

Believing the myth that "change has to start at the top of an organisation" is an easy excuse to avoid action - a reason to do nothing when you can do something. Change doesn't have to start at the top. Change can come from anywhere. It's about people connecting up with others who share the same ideas for action: digitaltonto.com/2023/why-ch… By @Digitaltonto