Creativity will flourish if a manager encourages autonomy and acts as a safety net rather than a restrictive tether, writes Matt Casey. "I would sooner make 10 mistakes and produce 10 good things than make zero mistakes and produce two good things," he writes.
Thoughts, feelings and emotions that are at odds with your integrity can cause you to lash out at others or forsake a vision for your business, writes Dan Oestreich, who recommends mutinying against what debilitates us. "This is the point where I begin to overthrow the old energies to which I've habitually given authority, overthrow them with radical self-honesty and conscious determination," he writes.
Leaders responsible for organizational survival must identify changes in their industry, create scenarios and use them to tweak their actions going forward, according to a recent study from the National University of Singapore. Strategies with all three ingredients can improve profitability by an average of 33%, researchers say.
$9.20 back from every $1 spent on HCM Software In this report, Nucleus Research uncovers how HCM technology can not only help streamline these processes, but pay back over 9 times for every dollar spent.
Create connection with your team by being curious, consistent and respectful while spelling out your expectations and vision, writes John R. Stoker. "Taking a moment to consider your behavior will help improve your relationships, grow respect and increase your awareness so you can make any needed changes and improve the quality of your results," he writes.
You have more options than you think when a boss is publicly imposing ill-advised ideas, writes Madeleine Homan Blanchard. Ask clarifying questions and reflect their responses to keep a tone of "maybe" in the conversation rather than "no," which will probably buy time for your boss to either realize the idea's flaws or forget about it, she writes.
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When you encounter a small service issue with a supplier, how do you handle it?
I always let it go -- there are bigger things to spend time and energy on
I let it go once, but after that, I bring it up for repeat offenses
I bring it up immediately -- it needs to be nipped in the bud
Fix issues quickly. Most of you let one small service issue slide, but after that, you're on top of it. Another large portion of you get on top of service issues immediately. It's helpful to all involved when expectations are clear. For those who let things slide, consider a different approach. If there's a service issue and your supplier isn't aware of it, they're not able to fix it. The result is ongoing problems, frustration and, eventually, their loss of a customer, but they don't know why. It's unfair to not let them know there are issues they can improve upon.
So the next time there's an issue and you don't want to bring it up because it's uncomfortable, consider how much more uncomfortable it'll be down the road when you end the relationship and the supplier has no idea why -- or they say, "I wish you had told me about these issues sooner."
Credit Karma CEO Ken Lin had significant changes when his company was bought by Intuit, including shifting from reporting to a board to a direct relationship with Intuit CEO Sasan Goodarzi and pushing himself past his tendency to be a peacemaker and say "no" when necessary. "If you have to push back, if you have to tell somebody you're not going to do something, you have to do it right," he says.
The power of a smile to create connection has fueled Australian photographer Jay Weinstein's "so i asked them to smile" series of pictures of strangers on the street being asked to smile for his camera. A smile, he says, "consistently leaps through external differences armed with the gentle power to establish a feeling of connection ... in seconds."