The Weekly Pulse is my content curation and my highlights from readings, books, podcasts, insights, and everything I discovered during the week.
So, let’s go with some discoveries from the week!
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 typically 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.
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How to Stay Focused If You’re Assigned to Multiple Projects at Once
Source: Harvard Business Review
Author: 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.
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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.
Access the full weekly pulse reading here >>
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