Don't know what to do? Start with listening and support | Power is nice, but influence is better | Where should boards focus to emerge from the pandemic?
June 4, 2020
SmartBrief on Leadership
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Leading Edge
Practice "attention, presence, and availability" with employees who are suffering in the days since the killing of George Floyd, and find ways to take care of yourself, too, writes Kevin Eikenberry. Separately, NOBL offers a list of resources for leaders to develop "a more equitable and anti-racist workplace."
Full Story: NOBL Academy (6/3),  Leadership & Learning with Kevin Eikenberry (6/3) 
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People respond better when they understand the rationale of decisions and can trust the person or authority setting the rules, writes Steve McKee. "It's the age-old distinction between power and influence; both can get something done, but one is ephemeral and the other lasting," he writes.
Full Story: SmartBrief/Leadership (6/3) 
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Strategic Management
Corporate boards and executives need to have "a bias to action" despite great uncertainty, questions about securing equity and reflection on why supply chains and business models weren't ready for the coronavirus pandemic, according to this McKinsey analysis. Executives must also be aware that their pandemic experiences, including a love of remote work, are not necessarily shared by line employees, small businesses and sectors such as the arts and sports.
Full Story: McKinsey (6/2) 
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Furloughs, holding onto cash, and betting on multiple scenarios are just a few ways to create reversible actions and hedge against the uncertainty of today's economy, writes Annie Duke. When setting these hedges, you also want to decide what potential information or events would trigger a change in course.
Full Story: Medium (tiered subscription model)/Marker (6/3) 
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Smarter Communication
One-on-one conversations are not optional, especially during a time of remote work, writes John Keyser. "If we lead with empathy and a welcoming tone of voice and are genuine, letting a person know we care about them and their wellbeing, it will be well-received, even if it's a short call," he writes.
Full Story: Common Sense Leadership (6/2) 
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The Big Picture
Each Thursday, what's next for work and the economy
Companies can maintain a remote workforce in the long term by reviewing the costs of keeping an office open, revising expectations for remote workers and reviewing such processes every year, writes Megan Shroy, who has run remote-based Approach Marketing for a decade. "Give yourself permission to experiment and optimize," she writes.
Full Story: PR Daily (6/3) 
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In Their Own Words
Losing an eye and nearly dying five years ago gave ServiceNow CEO Bill McDermott a new outlook on leadership based in humility and authenticity that has served him well during the coronavirus pandemic. "You've got to get back to what matters to you so you can be authentic in moments like this and know that you're fighting for something worth fighting for," he says.
Full Story: LinkedIn (6/1) 
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Daily Diversion
Even Capone's soup kitchen was crooked
Capone (Hulton Archive/Getty Images)
Al Capone started a soup kitchen in 1930 partly to offset bad publicity from the previous year's Saint Valentine's Day Massacre. While the soup kitchen did serve many residents during the early days of the Great Depression, it was built through bribes and extortion, and it closed shortly before Capone was indicted on federal charges in 1932.
Full Story: Mental Floss (6/1) 
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Editor's Note
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There are two days in the year that we can not do anything, yesterday and tomorrow.
Mahatma Gandhi,
social reformer, independent movement leader
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