Don't be your own worst enemy, say female execs | We're survivors, says Livestrong CEO | Business tips from an octopus's tentacle
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March 6, 2013
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Leading Edge
Don't be your own worst enemy, say female execs
Many female leaders admit to being plagued by self-doubt and fear of failure. The key, say executives such as Facebook Chief Operating Officer Sheryl Sandberg and McKinsey Senior Director Joanna Barsh, is to push ahead regardless. Women who second-guess themselves too much will find men climbing ahead of them on the corporate ladder, Barsh warns. "It turns out that the challenge of getting out of my own way was the biggest one I ever faced," Barsh says. CNNMoney/Fortune (3/5)
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We're survivors, says Livestrong CEO
Livestrong won't be destroyed by the Lance Armstrong doping scandal, says CEO Doug Ulman. The key is to keep communicating, and to show that the cancer foundation's mission is about more than just one man. "It's so ironic -- we are in the business of survivorship, that's what we do. Now we find ourselves dealing with the same circumstances in a totally different place," Ulman says. The Wall Street Journal (3/5)
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Strategic Management
Business tips from an octopus's tentacle
Some octopuses change color to blend in with their surroundings, but they do so by delegating decisions about coloration to individual skin cells, writes Rafe Sagarin. Business leaders, too, can often achieve better results by leaving key decisions to individual workers. "[D]ecentralized organization yields faster, cheaper, and more effective solutions to complex problems," Sagarin writes. Harvard Business Review online/HBR Blog Network (3/5)
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Do you smoke? 2 health care providers won't hire you
Orlando Health of Florida and the University of Pennsylvania Health System will no longer hire people who smoke. Prospective Orlando Health hires will have to undergo drug tests to reveal whether they smoke. "We think it's our responsibility, as health care providers, to help improve local population health by promoting the cessation of all tobacco products," said Orlando Health HR exec Christy Pearson. Management-Issues (U.K.) (3/5), MedPage Today (free registration) (2/25)
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Innovation and Creativity
How Apple and Nike turn "secret" innovation into theater
Companies such as Apple, Nike and Google run "secret" and highly secure innovation facilities that are, paradoxically, rather well-known and discussed. That's a sign that their obsession with secrecy is a kind of theater aimed at whetting consumers' appetites for the next big thing, writes Austin Carr. "It's easy to buy into it all -- to be so taken by the magic of seeing 'Access Granted' on a keypad that you are blind to the fact that there's nothing terribly magical about what's inside," Carr writes. Fast Company online (3/5)
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How well do you hold your people accountable for their actions?
Well  55.69%
Very well  21.54%
Not well  19.89%
Poorly  2.88%
Letting things slide is poisonous: While the vast majority of you say you do a solid job of holding folks accountable for actions and performance, the large portion of you who don't are in a lot of danger. When people get away with not meeting expectations, not only do you not get the performance you need, you create a toxic culture, and while toxic cultures can be fixed, it takes work. When folks know they can get away with not delivering, they'll do it again. On top of that, their colleagues will see -- and possibly mimic -- their behaviors. Set a standard and hold people to it. It's a much easier fix than resolving the poisonous culture that can result. -- Mike Figliuolo is managing director of ThoughtLeaders and author of "One Piece of Paper: The Simple Approach to Powerful, Personal Leadership."

Discuss the results.
How would you prefer to fix a severely broken management team? 
VoteKeep everyone and fix individual and team performance
VoteKeep most folks but replace problem players
VoteRemove the entire team and start anew with fresh players
The Global Perspective
Want to shine at a Chinese banquet? Mind your manners
The formal banquet plays a key role in Chinese business relationships, but it's easy for Western bosses to fall foul of its rules of etiquette. Be careful about where you sit, be mindful about how you make toasts and don't use chopsticks unless you know what you're doing. "Don't embarrass yourself -- just ask for a fork and knife," advises Burt Helm. Inc. online (free registration) (3/5)
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Engage. Innovate. Discuss.
Ask "where" and "how" to plot a course for victory
Strategic success comes down to answering these questions: Which playing field do you want to be on, and how will you achieve success once there, David Burkus writes. "If you know how to ask and answer these two questions properly, then you can cut through the confusion and craft a strategy that really works," he writes. SmartBrief/SmartBlog on Leadership (3/5)
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Daily Diversion
Ski resorts welcome vacationers with disabilities
People with disabilities should be able to go skiing just like everyone else, some ski schools and resorts say. Specially adjusted "sit skis" -- rather like high-tech toboggans -- can allow people with mobility restrictions to hit the pistes. "It gives them a great sense of freedom and accomplishment," says Peter Donahue, a ski-school director. National Public Radio (3/6)
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Who's Hiring?
Position TitleCompany NameLocation
Vice President/Chief Counsel - Market Oversight - NYSE RegulationNYSE EuronextNew York, NY
Chief Partnership Officer Global Business School NetworkWashington, DC
OS Chief of StaffMicrosoftRedmond, WA
Chief Financial OfficerNutrisystemGreater Philadelphia Area, PA
Vice President, Network Development and Provider RelationsLouisiana Health Cooperative, Inc.New Orleans, LA
Regional Human Resources Manager Total Wine & More Potomac , MD
Click here to view more job listings.
Let the barriers you face -- and there will be barriers -- be external, not internal."
-- Sheryl Sandberg, chief operating officer of Facebook, as quoted in Fortune
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