3 ways to avoid JC Penney's "experience blind spot" | 6 mistakes that can sour a strategic plan | The power of picking the right consultants
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March 11, 2013
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SmartBrief on Leadership

Leading Edge
3 ways to avoid JC Penney's "experience blind spot"
J.C. Penney CEO Ron Johnson is an example of a leader whose past success blinds him to the need to adapt strategy to circumstance, Steven Snyder writes. Leaders need to check their hubris, learn what's different in their new roles and assess what's actually happening at the company, Snyder writes. CNNMoney/Fortune (3/5)
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How CEOs build winning teams
CEOs need great teams if they want great companies, which means holding new hires to a high standard from the start, writes venture capitalist Ben Horowitz. It's vital to make it clear to executives that performance evaluations will be based on new criteria as the organization grows, he adds. Ben Horowitz blog (3/4)
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Strategic Management
6 mistakes that can sour a strategic plan
Successful strategic planning isn't waylaid by tactical and operational issues, writes Mel Lester, who cites a McKinsey survey that found more than half of executives were unhappy with how their company undertook strategy planning. Common mistakes that can derail the process include a lack of fresh ideas, too many action items and a failure to assemble teams optimally, he writes. E-Quip blog (3/9)
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The power of picking the right consultants
Consultants can cause problems when given too broad a mandate, but they can bring significant value to specific questions and projects, writes Bernie Bulkin. Not all firms are right for all projects, Bulkin argues, so evaluate them on a case-by-case basis and clarify who will actually be working on the project. The Huffington Post/The Blog (3/8)
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Innovation and Creativity
Mikesell's CEO builds on 100 years of quality
Chuck Shive, who became president and CEO of Mikesell's Snack Foods in May, is working to build the company's century-old potato chip brand. The company updated its packaging, changed its slogan to reflect its history and added two flavors -- sweet chili and sour cream, and Tucson spice. "It's not a quick fix. Our point of rebranding and upgrading our packaging was not so we could do it every couple of years," Shive says. Smart Business online/Cincinnati (3/8)
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Most Read by CEOs
The Global Perspective
Adidas wins in China with wider selection
Adidas booked a 12% sales increase in China in the fourth quarter, as rivals Nike and Li Ning struggled to boost sales and market share. The German-based brand is winning over Chinese consumers with a growing array of sportswear, casual clothing and high-end fashions. The Wall Street Journal (3/7)
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Engage. Innovate. Discuss.
The power of treating people with respect
Leaders who focus more on "why people can't be trusted" than communicating openly risk turning off team members who can be trusted and care about doing a good job, Karin Hurt writes. "In fact, the more you treat others with deep respect, the more likely the team will work to reject any member acting inappropriately," she writes. SmartBrief/SmartBlog on Leadership (3/8)
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SmartBrief At The Event
SmartBrief's inside look at #SXSW
SmartBrief is attending the South by Southwest Interactive Festival, with tweeting @SmartBrief and blogging at SmartBlogs. Here's some of our coverage so far.
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Daily Diversion
The healthy debate over daylight savings time
Setting the clock ahead an hour for daylight savings time throws off circadian rhythms and contributes to traffic accidents, workplace injuries and heart attacks, say chronobiologists. Even cows feel the effects of the change when they're milked an hour earlier than usual, Bora Zivkovic writes, joining in the universal jet lag we experience when the clock changes. ScientificAmerican.com/A Blog Around The Clock (3/7)
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Editor's Note
Connect with us on Twitter
Follow @SBLeaders on Twitter for more leadership and management news from SmartBrief on Leadership's lead editor, James daSilva. Join the conversation.
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In approaching any new business situation, it's important to carefully consider what is different this time around. This is exceptionally challenging for successful executives, because their minds immediately gravitate toward the similarities between the current situation and past wins."
-- Steven Snyder, consultant and author, writing at CNNMoney/Fortune
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