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December 4, 2012
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Leading Edge 
  • News flash: CEOs don't have superpowers
    Many CEOs see themselves as Superman, but they're delusional, says Zachary First, managing director of The Drucker Institute. Celebrity CEOs and would-be superheroes lack the humility and perspective to become truly great leaders, First argues. "There is no superman. Those people are not there. Everybody's making tradeoffs," he says. CNNMoney/Fortune (12/3) LinkedInFacebookTwitterGoogle+Email this Story
  • Smart bosses take their enemies to lunch
    Every business professional winds up making enemies, so the real test is how you respond to conflict, writes Mike Figliuolo. It's usually better to take the high road, responding to workplace slights by inviting your enemy for lunch or buying them a beer. "You kill them with kindness. ... [I]f you're being nothing but professional, it's hard for you to look bad," Figliuolo writes. ThoughtLeaders blog (12/3) LinkedInFacebookTwitterGoogle+Email this Story
Let Them Go! Shed the Business Fears Holding You Back
If your business growth has stalled, it could be because you haven't let go of the worries holding you back. It's time to let them go and move on. Read the featured article to learn more.

Strategic Management 
 
  • Will Rupert Murdoch or Barry Diller get the last laugh?
    Rupert Murdoch has pulled the plug on The Daily, his tablet-only news offering, just a few weeks before Barry Diller's Newsweek ends its print edition and switches to a tablet-focused, digital-only business model. It's unclear whose strategy will prove correct. "In the end, both visions (tablet journalism as a failure; tablet journalism as a savior) could be wrong," warns Felix Gillette. Bloomberg Businessweek (12/3) LinkedInFacebookTwitterGoogle+Email this Story
  • How belief in limitless profit leads firms to make mistakes
    Every company is founded upon the "economic myth" that limitless growth is both desirable and possible, argues Betty Sue Flowers. That leads incautious bosses to focus solely on single-line measures of success, such as revenue and profit. "Those will inevitably peak and decline at some point, because all systems have limits -- and once they start to fall, they fall fast," Flowers says. Strategy+Business online (free registration) (12/3) LinkedInFacebookTwitterGoogle+Email this Story

Time and Attendance: The Core of Managing and Measuring Your Workforce
Based on data from Brandon Hall Group's 2014 Workforce Management Study, this paper explores the evolution of time and attendance, the impact of automation and integration, and the key role time and attendance solutions play in managing and measuring today's workforce. Read the Paper and Learn More

Innovation and Creativity 
 
  • Innovation is going global
    Innovation is increasingly a global force, and companies need to build global information networks and innovation partnerships, appoint managers with international worldviews, and develop systems for managing global projects, argue Yves Doz and Keeley Wilson in this book excerpt. "Companies that don't embrace this change and the opportunities it affords will find the twenty-first century a difficult place in which to compete," Doz and Wilson write. Fast Company online (12/3) LinkedInFacebookTwitterGoogle+Email this Story
  • Are men taking the credit for women's ideas?
    Many women feel that the ideas they express in meetings are frequently appropriated by male colleagues who subsequently get the credit, writes Caroline Turner. That's largely a result of the way women express themselves and the way men subsequently emphasize and underscore tentatively expressed ideas, Turner argues. "Instead of consciously 'stealing' a woman's ideas, men may simply be reacting to what they view as a lack of power in the way the idea is presented," she writes. Forbes (12/3) LinkedInFacebookTwitterGoogle+Email this Story
Combating Identity Theft in a Mobile, Social World
Mobile connectivity threats extend from consumers to the business environment. But who is really responsible for securing sensitive information? Smart business leaders are becoming proactive on the matter. Learn how to get protected in this white paper. Download the white paper now.

SmartPulse 
  • How many team members do you expect to lose after they receive their year-end bonus?
    None -- they're all staying  64.70%
    A few -- only a targeted group of individuals  21.02%
    Several -- more than I'd really like  9.20%
    A lot -- there are going to be large numbers departing  5.09%
  • It's cheaper to keep them: We all know it's cheaper to keep good employees than it is to lose them and have to hire replacements. Those replacements come with time, cost and risk. As you identify your "at-risk" personnel at the end of the year, isn't it worth an extra few dollars in their bonus to avoid the possibility of losing them and spending multiples of that money finding and training someone new? -- 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 effectively do you handle dealing with enemies at work?
I'm great at it: I eliminate conflict and focus on productive work
I'm OK: Conflicts exist but I work hard to eliminate them
I'm not very good: I let conflicts go on and sometimes make them worse
I'm terrible: I provoke conflicts and do little to defuse situations

The Global Perspective 
Engage. Innovate. Discuss. 
  • Need a big sale? Get the CEO
    It makes sense for CEOs to get involved with the largest sales that their companies are attempting to make, writes Bill Rosenthal of Communispond. "That's because the company has to deliver a proposal that provides mega-value, and creating such a proposal requires contributions from its many units or departments," he writes. "The CEO is the only person who can lead this effort." Additionally, it's a good idea for your company's various departments to collaborate with their counterparts in the company to which you are selling. SmartBrief/SmartBlog on Leadership (11/28) LinkedInFacebookTwitterGoogle+Email this Story
Daily Diversion 
 
Position TitleCompany NameLocation
Senior Vice President of MarketingTotal Wine & MorePotomac, MD
Vice President, Network Development and Provider RelationsLouisiana Health Cooperative, Inc.New Orleans, LA
Senior Corporate CounselMedivationSan Francisco, CA
Senior Director, QualityAmerican Medical SystemsMinneapolis, MN
Senior Control Systems EngineerMarotta ControlsMontville 07045, NJ
Vice President and Chief Financial OfficerLouisiana Health Cooperative, Inc.New Orleans, LA
Chief Executive OfficerOklahoma Health Care Authority Oklahoma City, OK
Click here to view more job listings.

Featured Content 
 

SmartQuote 
If you believe that you are Superman, there's no need to wonder who is going to fill your shoes."
--Zachary First, managing director of The Drucker Institute, as quoted in CNN Money/Fortune
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