Companies win when they encourage, develop and promote women, writes Joel Garfinkle. "When enterprising, motivated and brilliant women see themselves represented amongst the ranks of your leadership, they'll know they've found a place where they too can achieve great things -- a win-win for employees and the company," he writes.
Leaders in high-pressure environments can be effective if they prioritize respect for team members, offer feedback and praise, and solicit their input, writes Art Petty. "People do incredible things for leaders who care for them," he writes.
Sears might have peaked as far back as 1969, when two-thirds of Americans shopped there, but a succession of bad CEO choices and a decision to focus on financial and insurance services ultimately set the retail giant on a long path of decline. Jim Collins' book "How the Mighty Fall" describes how arrogant companies fail, and his framework describes Sears' journey eerily well, write Geoff Colvin and Phil Wahba.
Is Your L&D Ready For A Recession? None of us wants a 2020 recession, but many experts — including Ray Dalio — have predicted it. There's a perception of learning as a cost, but sacrificing learning in a downturn can come back to bite you. Here's a different way of thinking.
Google collects feedback from employees by asking a series of questions, such as whether their managers value them or give them feedback. Google also uses open-ended questions to solicit opinions about what the manager should keep doing or change, writes Zack Friedman.
When difficult situations come up, oversharing is better than withholding information from employees, and sharing what you know is better than waiting too long, communications experts say. "Tell your internal audience members what you want them to know, then tell them again and again ... and again," says Barbara Moreno of the San Diego Convention Center.
Burger King's "Whopper Detour" campaign, which combined geofencing with mobile ordering and payment, rocketed the company's app from No. 686 to No. 1 and resulted in the highest restaurant foot traffic in nearly five years, writes Burger King Global CMO Fernando Machado. He calls the promotion "a turning point," saying, it points to "[a] future where creativity is only used for (and celebrated for) responding to real, tangible business and brand goals."
What's been your experience with individual contributors moving into management roles?
Sometimes it works well; other times, not so much.
Usually it's been a disaster.
I've always seen it work out great.
Set them up to succeed. Promoting an individual contributor to a manager role often seems like a good idea. The person does great work in their area of expertise and is respected by their peers for their competency. You have to realize, though, that managing is a completely different skill set than their individual contributor work. Set the person up to succeed. First, confirm they even want a manager role (not everyone does). Next, get them training and on-the-job opportunities to learn management skills. Find them a mentor. Give them additional coaching. And most important -- do ALL of this BEFORE you put them in the role. A little bit of preparation over a few months can keep that promotion from going sideways and turning into a disaster. -- Mike Figliuolo is managing director of ThoughtLeaders. Before launching his own company, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a graduate of the U.S. Military Academy at West Point. He's the author of three leadership books: "One Piece of Paper," "Lead Inside the Box" and "The Elegant Pitch."
How well defined are your organization's prioritization criteria for investments and projects?
By getting an undergraduate degree in French, Buildium CEO Chris Litster says he learned how language and communication are key to displaying empathy and nuance in business. "Word choice can mean the difference between making people feel heard and understood or coming off like a know-it-all imposter," he writes.
The practice of pouring milk over cereal began in the 1870s when James Caleb Jackson and his mother, Lucretia, invented granula -- a hard cereal made from twice-baked graham flour that needed to be soaked in liquid to soften. John Harvey Kellogg later created a similar cereal, dubbing it granola, and eventually came up with corn flakes.