December 3, 2020
SmartBrief on Leadership
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Leading Edge
Succeeding in the new year means continuing to react to the safety issues and strategic unpredictability of the pandemic, defining ethical processes and doubling down on customer satisfaction, writes Linda Fisher Thornton. She names 10 areas to focus on, with a quote and in-depth link for each.
Full Story: Leading in Context (12/2) 
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Creative destruction is always a threat to businesses and jobs, and the only choice is to make this phenomenon work for your company, writes Steve McKee. He proposes the idea of "'creative disruption' -- the ability to hold tightly to your organization's mission but loosely to its model, always being willing to adapt to changing circumstances."
Full Story: SmartBrief/Leadership (12/2) 
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Read more from Steve McKee on SmartBrief on Leadership
A new year means a new you.
Get ready to take on the new year with lessons from Stephen Schwarzman's What It Takes. The book includes rules and lessons learned from the Chairman, CEO and Co-Founder of Blackstone to help you make the best decisions in the new year. Discover The New York Times bestseller today.
Smarter Communication
Leaders can connect with employees when they're curious about their daily work as well as the full spectrum of their lives, writes pastor and coach Jeremy Isaacs. "They don't want to just talk about 'work,' they want to know that you care about them as an individual," he writes.
Full Story: CourageToLead (12/2) 
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Speakers are well-advised to be honest and direct, although irony and satire can be used to point out unusual situations or to point out the need for change, writes Jim Anderson. Sarcasm can also be a powerful weapon, but it can come off as rude or, worse, be taken literally by listeners.
Full Story: The Accidental Communicator (12/1) 
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In Their Own Words
Leaders can't always be at the helm
Richardson (Roslan Rahman/AFP via Getty Images)
A ship's captain must rely on the competence of the crew, and the same goes for leaders anywhere during this pandemic, says retired Adm. John Richardson. "Without these breaks, fatigue sets in, decisions deteriorate, inefficiency increases, and performance drops," he says.
Full Story: McKinsey (12/1) 
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Daily Diversion
Deregulation in the 1980s freed up secondary parts of the radio -- subcarrier radio frequencies -- for specialized stations that weren't on the dial. These included Muzak, reading services for the blind and Microsoft's attempt to use it to create "smart" coffee pots and watches.
Full Story: Tedium (12/1) 
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Try to learn something about everything and everything about something.
Thomas Huxley,
biologist, anthropologist
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