In rough waters? Use these leadership tips from sailing

In rough waters? Use these leadership tips from sailing | practice (split each time) | If you don't manage your reputation, it will manage you Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( July 16, 2024 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [X]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](   Leading the Way [] [In rough waters? Use these leadership tips from sailing]( [In rough waters? Use these leadership tips from sailing]( (Pixabay) Taking part in the Richard Mille Cup sailing competition showed author and former CEO Brendan Keegan that leadership is the same on a boat or in the office since it requires leaders to adjust their strategies on the fly, communicate clearly and inspire a diverse team to strive for a shared result. "It's not about having the most experienced team or the youngest innovators; it's about creating an environment where each member's strengths are leveraged, and everyone is aligned toward the same goal," Keegan writes. Full Story: [Yahoo/Fortune]( (7/14), [Fortune (tiered subscription model)]( (7/14) [LinkedIn]( [X]( [Facebook]( [Email]( [] Put it into practice: Competition between teams was fierce at the regatta, Keegan notes, but still very collegial, with the second-place team [showing respect by cheering for the team that beat them](. "In business, this translates to recognizing that strong competitors can actually benefit the entire industry." [] SmartBrief on Leadership [] [If you don't manage your reputation, it will manage you]( [If you don't manage your reputation, it will manage you]( (gorodenkoff/Getty Images) Colleagues and bosses are always watching and evaluating how you handle yourself as a leader and a team member, writes executive coach Joel Garfinkle, which is why it's imperative to manage your reputation from the start. "Perception can be almost everything, especially on the executive track. If you want to progress, you need to win both the hearts and minds of those at the table," Garfinkle advises. Full Story: [SmartBrief/Leadership]( (7/15) [LinkedIn]( [X]( [Facebook]( [Email]( [] Put it into practice: Others may vouch for your performance and excellence as a leader, but if a higher-up has seen you stumble before, [they may rely on that to judge you instead of glowing reviews](, Garfinkle writes. "They might be swayed if they see you excel in action again or if the highly regarded executive to the right shares a credible anecdote, like watching you deftly mediate a tense disagreement between two vendors." [] [Read more]( from Joel Garfinkle on SmartBrief on Leadership [] Smarter Communication [] [Take time to "listen" to your email before responding]( Before replying to an email, executive coach Kate Nasser recommends "listening" to it, reading it thoroughly for any points of clarification that you may need, what they are asking for and whether the topic may require a conversation instead of a written reply. Use a respectful but honest tone when replying and format your email with bullet points, paragraphs and section headers to create a reply that is easy to read and understandable, Nasser recommends. Full Story: [Kate Nasser]( (7/14) [LinkedIn]( [X]( [Facebook]( [Email]( [] Put it into practice: If you find yourself becoming irritated while reading an email, resist the urge to judge the person who wrote it and [instead seek to understand their message and ask clarifying questions]( without being accusing or conveying frustration, Nasser advises. "This is far better than telling them they don't know how to communicate." Free eBooks and Resources Free eBooks and resources brought to you by our sponsors - [Nonverbal Communications Skills -- The 10 Skills You Need to Learn]( - [70+ Excel Keyboard Shortcuts for Windows (Free Cheat Sheet)]( - [Best Practices for Email Etiquette]( - [11 Habits That Will Give You A Complete And Successful Life]( - [Creating Positive Habits - The Ultimate Guide]( [] Smarter Strategy [] - [Fatigue wears on CEOs, who are becoming less optimistic, survey shows]( Chief Executive (7/15) [] - [How to bring playfulness into your strategic planning]( Forbes (tiered subscription model) (7/14) [] - [Use small strategic decisions each day for larger success]( Harvard Business Review (tiered subscription model) (7/12) [] SmartPulse [] How would you describe your team members' expectations on getting promoted? They are frustrated they haven't been promoted already 23.93% They believe they're ready to be promoted now 20.86% They believe they'll be ready for promotion in a year or less 9.82% They think they're more than a year away from a promotion 7.37% They have no idea when or how they'll get promoted 24.53% They expect they'll never get promoted 13.49% [] Providing clarity on promotions. Sixty-three percent of you report that you're in a dangerous situation. Twenty-four percent have people who think they should have already been promoted. They're a flight risk because they'll seek a promotion at another company. Twenty-five percent have no idea when they'll get promoted. They're both a flight risk where they'll go to a situation where there's more promotion clarity or they'll lose motivation because they feel like they're not advancing their careers. Fourteen percent believe their job is a dead end. Eventually they'll leave for somewhere where they can continue to grow. Your job as their leader is to communicate frequently and realistically about promotion paths and probabilities. Don't sugar-coat it and give them false expectations because that will be even more disheartening when the promotion doesn't happen. Be explicit about the performance you need to see as well as when opportunities will open up. You owe them that candor and it will help you manage expectations appropriately. -- Mike Figliuolo is managing director of [thoughtLEADERS](, which includes TITAN -- the firm's e-learning platform. Previously, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a West Point graduate and author of three leadership books: ["One Piece of Paper,"]( ["Lead Inside the Box"]( and ["The Elegant Pitch."]( [LinkedIn]( [X]( [Facebook]( [Email]( [] How often do you make significant investments in your own professional development? [Vote]( [At least once a month]( [Vote]( [Once per quarter]( [Vote]( [A couple of times a year]( [Vote]( [Once a year]( [Vote]( [Almost never]( [] In Their Own Words [] [Good American CEO offers tips on learning from failure]( [Good American CEO offers tips on learning from failure]( (Pixabay) Emma Grede, the CEO of Good American, said she learns from failure as much as success and advises people to put ambition before fear. "Because I know that everything that I've done, that hasn't worked, I've taken a bit of those learnings and spun them into something new," Grede said during an interview on "Good Morning America." Full Story: [Good Morning America]( (7/15) [LinkedIn]( [X]( [Facebook]( [Email]( [] Daily Diversion [] [Headgear makes it easy to get close to hummingbirds]( [Headgear makes it easy to get close to hummingbirds]( (Instagram) If you love to watch hummingbirds feed and wish you could get a closer view, John and Joan Creed have the solution: the "HummViewer," which resembles a welder's hat with a plastic shield holding three feeders. [John Creed demonstrated the headgear on Instagram](, and some users followed suit, noting you must sit still for a while and not make any sudden movements when the fast-flying birds finally do show up. Full Story: [My Modern Met]( (7/15) [LinkedIn]( [X]( [Facebook]( [Email]( [] SmartBreak: Question of the Day [] French Romantic painter Theodore Gericault's "Le Radeau de la Meduse" depicts an 1816 shipwreck that was heavily covered in the press of the day. Where did the Medusa run aground? [Vote]( [Brittany, France]( [Vote]( [Cyprus]( [Vote]( [Labrador, Canada]( [Vote]( [Mauritania]( [] About The Editor [] Candace Chellew Candace Chellew Chellew Written forms of communication, such as email, can be easily misunderstood. If we're not careful, we may even project a tone of irritation or frustration, especially if the email is unclear or we feel it is too terse or unfriendly. That's why, [as Kate Nasser explains, we should take time to "listen" to the email](, to imagine the voice of the sender talking to us instead of reading our mood or biases into the words. If an email truly frustrates or irritates you, it may be best to close it and do some other tasks, returning to it later with a clearer head. It may also be worth making a phone call to the person (after you've calmed yourself) and having a clarifying conversation instead of trying to tackle the subject in writing. Interestingly, Nasser notes that when she would write back in a form that included bullet points, section headers and complete paragraphs, she would receive quick responses. Nobody wants to wade through a confusing email, so being clear and concise up front or in our replies can make the written word a great way to convey our message. If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or [send this link](. What topics do you see in your daily work that I should know about? Do you have praise? Criticism? [Drop me a note](mailto:candace.chellew@futurenet.com). And don't forget to send me photos of your pets, your office and where you spend your time off. [LinkedIn]( [X]( [Facebook]( [Email]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. 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