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Beyond Test Taking: Learning to Handle Information

Beyond Test Taking: Learning to Handle Information
Books

    I read lots of books. I follow several blogs. I take classes. I’ve learned enough new information I want to incorporate into my work that I know I haven’t got a chance of remembering it all. There have been times that all that information consumption has felt like a waste, because the human brain just isn’t built to remember so many details and act on them. Not just a waste of time, either — my college classes cost enough to make the thought of missing even one abhorrent.

    It’s worth my while, then, to make the effort to process the information that I learn and apply it in real life. All of the tricks I have for learning new information when I was still in school just don’t work out in the real world. So many learning techniques focus on a test or classes where you have a clear chance of how to build on specific ideas. We need more practical solutions.

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    Create tasks.

    As I read, I try to keep the question of how I can apply my newfound knowledge. I want specific things I can do to follow up on a given piece of information. My actions can vary a great deal: if I’m looking at a blog post about ten tricks to improving a website, I might just move each of those ten tricks directly on to my task list. If, however, I’m reading a biography of Mark Twain, I might write down specifics as ideas for blog posts or articles — which wind up as tasks slated for a certain date.

    I’m ruthless about my tasks, though. I try to avoid adding tasks that aren’t going to help me. Even then, I have to keep a task list dedicated to ideas and tasks that I know the odds of getting too aren’t so great. I consider those tasks my “rainy day” list: when I don’t have anything else worth doing, I pull a task off that list.

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    Pass on information.

    There used to be people who hoarded information, usually for the information’s own good. Monks saving libraries from marauding barbarians, a nobleman hiding an important tome in his library: these are archetypes we recognize. But the Internet has allowed us to move past them to a certain extent. Sites like Digg and del.icio.us are based on the idea that we want to tell our friends about all the cool stuff we learn. Even better, I’ve found that if I learn something, pass it along to someone who will find it useful and promptly forget it, I still feel like I’ve done something worthwhile with that information. Passing along a link or making a copy of a file is a great action item, I think.

    Organize your notes.

    Even if you’re on the ball about getting rid of material you don’t need to keep, some notes will probably accumulate. Some people don’t need to go much beyond keeping their notes — they’ll be able to handle any necessary research from their stack. Some of us, however, need some method of organizing our notes so that we can find them again easily.

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    I know plenty of people are vehemently against handling information anymore than they absolutely have to, but I do find filing my notes to be a great opportunity to review them and check for any new action items I can develop, or information I can pass along.

    Prepare to forget.

    If you aren’t willing to flat out forget some information, you can go crazy. And there are plenty of things that are worthwhile to forget. Forget, here, really means that you don’t need to make an active effort to remember. You’ll probably remember plenty of things that fit into these categories — the human brain is funny that way. But if something slips out, you’re still okay.

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    Facts you don’t need regularly — I know that at some point, I learned a whole list of facts about Honduras, including the total area of the country. My apologies to any Hondurans reading, but I just don’t need to know that. I know that I can easily look it up if I need to know it.
    Things you’ve already written down — There’s no need to actively try to forget upcoming tasks, but once they’ve hit paper (or the electronic equivalent) there really isn’t a reason to actively try to remember them either.
    Details you pay someone else to remember — Some of us are lucky enough to have a secretary or administrative assistant (while others of us have just worked as secretaries). Assuming you have a capable assistant, leave the details that they are paid to handle with them.

    Please note that I didn’t suggest forgetting about things that don’t relate to your current projects. I’m a big believer that interdisciplinary knowledge is the real clue to breakthroughs, whether you have a case of writer’s block or you’re designing a new house.

    Prepare to remember.

    All of my suggestions for forgetting aside, there are plenty of pieces of data you need to remember. You may have a big presentation coming up, or an interview on a certain section. Heck, you may even need to write a term paper. Instead of stressing out about remembering details, however, I’d like to suggest a simple tool: the review.

    I set aside material that I know I’ll need for a given project and, when the project is actually near enough to be worth working on, I review my information. I don’t prepare for presentations weeks in advance, because the information may not stick in my mind. My ideal prep time is much closer to a week — long enough that I have time to practice and review as many times as I feel necessary but not so long that I run the risk of forgetting necessary material.

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    Last Updated on October 21, 2019

    How to Be a Good Leader and Lead Effectively

    How to Be a Good Leader and Lead Effectively

    U.S. Sen. Elizabeth Warren, a contender for the 2020 Democratic nomination, is a reminder of why I am so drawn to leadership as a topic. Whenever I think it is impossible for me to be more impressed with her, she proves me wrong.

    Earlier this week, a former marine suggested that he had been in a long-term sexual relationship with the Senator. She flipped the narrative and used the term “Cougar,” a term used to describe older women who date younger men, to reference her alma mater.

    Rather than calling the young man a liar, or responding to the accusations in kind, she re-focused the conversation back to her message of college affordability and lifted up that “Cougar” was the mascot for her alma mater. She went on to note that tuition at her school was just $50 per semester when she was a student. Class act.

    But by the end of the week, news broke that U.S. Sen. Bernie Sanders, another contender for the presidency, had a heart attack. Warren not only wished Sanders a speedy recovery but her campaign sent a meal to his staff. She knew that the hopes of staff, donors and supporters were with the Senator from Vermont and showed genuine compassion and empathy.

    To me, she has proven time and time again that she is more than a presidential candidate: she belongs in a leadership hall of fame.

    What makes some people excel as leaders is fascinating. You can read about leadership, research it and talk about it, yet the interest in leadership alone will not make you a better leader.

    You will have more information than the average person, but becoming a good leader is lifelong work. It requires experience – and lots of it. Most importantly, it requires observation and a commitment to action. Warren observed what was happening with Sen. Sanders, empathized with his team and then took action. Regardless of the outcome of this election, Sanders’ staff will likely never forget her gesture.

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    You would have had to work on a political campaign in order to appreciate the stress and anxiety that comes with it. In this moment, staff may not remember everything that Warren said throughout the lengthy campaign, but they will remember what she did during an unforgettable time during the campaign.

    If this model of leadership is appealing, and if you are searching for how to up your own leadership game, read on for six characteristics that good leaders share:

    1. Good leaders are devoted to the success of the people around them.

    Good leaders are not self-interested. Sure, they want to succeed, but they also want others to succeed.

    Good leaders see investing in others just as important as they see investing in themselves. They understand that their success is closely tied to the people around them, and they work to ensure that their peers, employees, friends and family have paths for growth and development.

    While the leaders may be the people in the spotlight, they are quick to point to the people around them who helped them (the leaders) enter that spotlight. Their willingness to lift others inspires their colleagues’ and friends’ devotion and loyalty.

    2. Good leaders are not overly dependent on others’ approval.

    It is important for managers to express their support for their teams; good leaders must be independent of the approval of others. I explained in an article for The Chronicle of Philanthropy, that:[1]

    “While a desire to be loved is natural, managers who prioritize approval from subordinates will become ineffective supervisors who may do employees harm. For example, a manager driven by a need for approval may shy away from delivering constructive feedback that could help an employee improve. A manager fearful of upsetting someone may tolerate behavior that degrades the work environment and culture.”

    In yet another example, a manager who is dependent on the approval of others may not make decisions that could be deemed unpopular in the short run but necessary in the long run.

    Think of the coaches who integrated their sporting teams. Their decision to do so, may have seemed odd, and even wrong, in the moment, but time has proven that those leaders were on the right side of history.

    3. Good leaders have the capacity to share the spotlight.

    Attention is nice, but it is not the prime motivator for good leaders. Doing a good job is.

    For this reason, good leaders are willing to share the spotlight. They aren’t threatened by a lack of attention, and they do not need credit for every accomplishment. They are too focused on their goal and too focused on the urgency of their work.

    4. Good leaders are students.

    In the same way that human beings are constantly evolving, so too are leaders. As long as you are living, you have the potential to learn. It doesn’t matter how much knowledge you think you have; you can always learn something new.

    I have the experience of thinking I was doing everything right as a manager, only to receive conflicting feedback from my team. Perhaps my approach was not working for my team, and I had to be willing to hear their feedback to improve.

    Good leaders understand that their secret sauce is their willingness to keep receiving information and keep learning. They aren’t intimidated by what they do not know: As long as they maintain a willingness to keep growing, they believe they can overcome any obstacle they face.

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    As both masters and students, good leaders read, listen and study to grow. They consume content for information, not just entertainment purposes. They aren’t impressed with their knowledge; they are impressed with the learning journey.

    5. Good leaders view vulnerability as a superpower.

    It means “replacing ‘professional distance and cool,’ with uncertainty, risk, and emotional exposure,” said Emma Sappala in a Dec. 11, 2014, article, “What Bosses Gain by being Vulnerable” for Harvard Business Journal.[2] She went on to note the importance of human connection, which she asserts is often missing at work.

    “As leaders and employees, we are often taught to keep a distance and project a certain image. An image of confidence, competence and authority. We may disclose our vulnerability to a spouse or close friend behind closed doors at night but we would never show it elsewhere during the day, let alone at work.”

    This rings so true for me as a woman leader. I was raised believing that any show of emotion in the workplace could be used against me. I was raised believing that it was best for women leaders to be stoic and to “never let ‘em see you sweat.” This may have prevented me from connecting with employees and colleagues on a deeper, more personal level.

    6. Good leaders understand themselves.

    I am a huge fan of life coach and spiritual teacher Iyanla Vanzant. In addition to her hit show on the OWN network, Vanzant has authored dozens of books. In her books and teachings, she underscores the importance of knowing ourselves fully. She argues that we must know what makes us tick, what makes us happy and what makes us angry.

    Self-awareness enables us to put ourselves in situations where we can thrive, and it also enables us to have compassion when we fall short of the goals and expectations we have for ourselves. Relatedly, understanding ourselves will allow us to know our strength. When we know our strengths, we will be able to put people around us who compliment our strengths and fill the gaps in our leadership.

    Final Thoughts

    Being a good leader, first and foremost, is an inside job. You must focus on growing as a person regardless of the leadership title that you hold. You cannot take others where you yourself have not been. So focusing on yourself, regardless of your time or where you are in your career will have long term benefits for you and the people around you.

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    Further, if you want to become a good leader, you should start by setting the intention to do so. What you focus on grows. If you focus on becoming a better leader, you will research and invest in things that help you to fulfill this intention. You will also view the good and bad leadership experiences as steppingstones that hone your character and help you improve.

    After you set the intention, get really clear on what a good leader looks like to you. Each of us has a different understanding of leadership. Is a good leader someone who takes risk? Is a good leader, in your estimation, someone who develops other leaders? Whatever it is, know what you’re shooting for. Once you define what it means to be a good leader, look for people who exemplify your vision. Watch and engage with them if you can.

    Finally, understand that becoming a good leader doesn’t happen overnight. You must continually work at improving, investing in yourself and reflecting on what is going well and what you must improve. In this way, every experience is an opportunity to grow and a chance to ask: ‘What is this experience trying to teach me?’ or ‘what action is necessary based on this situation?’

    If you are committed to questioning, evaluating and acting, you are that much closer to becoming a better leader.

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    Featured photo credit: Sam Power via unsplash.com

    Reference

    [1] The Chronicle of Philanthropy: Why Good Managers Overcome the Desire to Be Liked
    [2] Harvard Business Journal: What Bosses Gain by being Vulnerable

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