Here is a pre-recurring meeting email format that I have found helpful for groups that meet once every 1 or 2 months, and with a group size of 10-15.
It is helpful to help others understand your operating beliefs so that they better understand the ways in which you are trying to help them.
Check out this terrific webinar from Bartosz and Kuba about presenting using Explain Everything.
Google Forms (now?) allows you to receive a notification when a form is submitted, though it does not send a report of the form. Just an email that it has been completed with a link to view the submission. I thought by now they would have improved the reporting options. Next step will be for me to find a way to not only send a summary of a response each time a form is completed, but to also send it to certain recipients AND to ignore empty field.
24 Bars: Running
Blending Leadership: Schedule Send
I'm finding myself more and more using the "schedule send" feature in Gmail to get things off my to do list when it is best for me, but to send the message on a date and/or at a time that might be better for the intended recipient. For example, I knew I was going to be off-site one day last week teaching a course at Columbia, but I wanted to send an email in advance of some other work happening that week. I could have sent it immediately after writing it (at like 5 am on a Monday), but instead scheduled for it to send at 9 am on a Tuesday.
Steve and I were guests on Rose Rock Dynamics' podcast The Intersect with Dr. Nabeel Ahmad, one of that firm's founders and principals. Check it out here.
Students in my Organizational Strategy and Learning class contribute to a discussion forum during the asynchronous weeks. This is hybrid course with 3 intensive face-to-face sessions, 5 online sessions, and 6 asynchronous weeks. To summarize their thoughts as part of a learning review, I have found it helpful to whiteboard what I am reading and use that as fodder to share it back with them during an opening synthesis at the start of a synchronous session.
"Harley tore down the existing plant and built a new one. Unlike most factories I’ve seen lately, the new plant in York has people everywhere. There are no robots on the main assembly line (they have various peripheral jobs); instead, hundreds of workers, operating in teams of five or six, manually build each motorcycle. This seemed like an expensive way of doing business, but Magee said that experienced, skilled workers, unlike robots, can constantly adjust to new information."
24 Bars: Triple Double Flip