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September 27, 2012
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Leading Edge 
  • How to lead like an NFL quarterback
    Bosses shouldn't fall into the trap of wanting to be loved, says former Giants quarterback Phil Simms. To wring good performances out of your team, it's sometimes necessary to put the fear of God into them, and that can't happen if you're worried about whether people will still like you afterward. "Whether you're going to be a head coach, a leader of the team or the father of your own household, it is not about being friends; it is about actually being a leader," Simms explains. The New York Times (tiered subscription model) (9/23) LinkedInFacebookTwitterGoogle+Email this Story
  • Community is everything, says Tony Hsieh
    Zappos CEO Tony Hsieh put culture first when he built his shoe-selling empire, and he's attempting to repeat the trick with a $350 million effort to revitalize a neglected Las Vegas neighborhood. Hsieh's plan is to jump-start the local community with a facelift inspired by Zappos' open-plan, quirky-cool office space. "People may not remember exactly what you did or what you said, but they will always remember how you made them feel," Hsieh has written. Fast Company online (9/26) LinkedInFacebookTwitterGoogle+Email this Story
Do-it-yourself vs. Doing it right
A highly-engaged workforce drives results and employee engagement programs are key to success. But most companies still lack on-the-ground programs for employee engagement and alignment. Learn how to leverage time and resources with a social recognition program in the whitepaper "Do-it-yourself vs. Doing it right".
Strategic Management 
  • Who are your company's data leaders?
    Every company needs not just analysts, but also data leaders capable of turning data-driven insights into executable strategies, says Veronika Belokhvostova, head of global business analytics at PayPal. That means finding executives with a head for numbers and the muscle to realize their vision. "They have to have the credibility and the tenacity to not only tell businesses what they should do next, but also convince businesses to do it," Belokhvostova argues. MIT Sloan Management Review (free content) (9/2012) LinkedInFacebookTwitterGoogle+Email this Story
  • Making the Kellogg B-school feel like an Apple store
    Former McKinsey partner Betsy Ziegler is trying to use her consulting experiences to overhaul Northwestern University's Kellogg School of Management, where she is the dean of students. Using tried-and-tested McKinsey techniques, Ziegler says she's trying to ensure the school delivers a level of service that rivals that of any major company. "I want people to feel here how they feel when they fly Singapore Airlines, order room service at a Ritz Carlton, return shoes to Zappos, or walk into an Apple store," she explains. Poets & Quants (9/23) LinkedInFacebookTwitterGoogle+Email this Story
Innovation and Creativity 
  • Innovation for after you're gone
    The funeral-home business is ripe for disruption, says Bryan Chaikin, co-founder of listings site eFuneral. After realizing that it was impossible to get funeral quotes online, CEO Mike Belsito set up his company to offer a one-stop shop for quotes, funeral-home profiles and even Groupon-style coupons for burial services. "This is an industry that isn't transparent and hasn't been innovative for hundreds of years," Chaikin says. The Atlantic online (9/24) LinkedInFacebookTwitterGoogle+Email this Story
The Global Perspective 
  • What China's slowdown means for Western firms
    China's economic growth appears to be slowing, with analysts predicting "new normal" growth of 6% to 7%, down from 10% to 11%. That won't stop China becoming the world's largest economy in coming years, but could reduce the region's appetite for infrastructure projects and big-ticket consumer items such as automobiles. Bloomberg Businessweek (9/24) LinkedInFacebookTwitterGoogle+Email this Story
  • The hidden cost of India's bottom-up success story
    India's bottom-up growth is "more heroic and also more enduring" than China's top-down economic success story, argues Gurcharan Das. Still, it's left India with public institutions and political structures ill-equipped to cope with the needs of modern businesses and entrepreneurs. "We cannot have a story of private success and public failure in India," Das warns. Firstpost (India) (9/26) LinkedInFacebookTwitterGoogle+Email this Story
Engage. Innovate. Discuss. 
  • Put away your calculator and start executing
    Business planning is an important skill, writes Pat Tremaine, but all your number-crunching counts for nothing unless you're able to deliver the results you predict. That means it's important to gather accurate data and then craft a strategic plan for implementing change. "[P]lanning isn't just about numbers; the real test is the ability of the organization to actually execute it and drive measurable results," Tremaine writes. SmartBrief/SmartBlog on Leadership (9/26) LinkedInFacebookTwitterGoogle+Email this Story
Daily Diversion 
  • What would George Jetson think of 2012?
    It's been 50 years since "The Jetsons" first aired -- and we're still 50 years away from 2062, when the futuristic cartoon series was set. Perhaps that's just as well: While we've figured out video conferencing, many of the other technologies used by the Jetson family -- from robot maids to flying cars -- are still out of our reach. Advertising Age (tiered subscription model) (9/25) LinkedInFacebookTwitterGoogle+Email this Story
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Featured Content 

Whatever and however you define leadership in this business, it is never validated until you win."
--Phil Simms, former Giants quarterback, as quoted in the New York Times
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