How to build your credibility | Servant leadership can lift organizations out of mediocrity | Amazon's success is driven by web design that emphasizes function over form
Created for {EMAIL} | [Web Version](
March 13, 2018
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Leading Edge
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[How to build your credibility](
Rather than trying to force your influence, focus on doing good work while supporting and being appreciative of other people, writes John Stoker. "By drawing attention to others, it will build loyalty among your associates and ardent supporters for your expertise and leadership," he writes. [SmartBrief/Leadership]( (3/12)
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[Servant leadership can lift organizations out of mediocrity](
Servant leaders know they can either extract the best from their employees or settle for mediocrity, says Dave Skogen, founder of Festival Foods. "If we don't influence them to be better than when they came, then shame on us," he says. [L.I.N.K. Magazine]( (2/28)
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Rethink the New-hire Experience
Job candidates and new hires are rapidly forming opinions about your organization from what they read online. [Read our e-book]( and learn how to attract the best talent with the right employer brand strategy and a candidate experience that matches.
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Strategic Management
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[Amazon's success is driven by web design that emphasizes function over form](
Amazon's website may not be the most elegant, but it sets the bar for clarity regarding pricing, purchasing and returns, writes Jason Brush. "It is straightforward and efficient, with a near-utopian aspiration to meet people's needs in the least fussy way possible," he writes. [FastCoDesign]( (3/4)
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How Wellbeing Shapes Workplace Cultures
Employee wellbeing is a vital part of any business strategy. [This new white paper]( from the OC Tanner Institute highlights the impact of wellbeing on culture, and the symbiotic relationship between wellbeing and recognition.
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Smarter Communication
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[What to do when your team is frustrated](
If you don't know why employees are frustrated, you're probably not getting enough feedback, whether in a one-on-one situation or through an outside consultant, writes Robyn McLeod. Even informal communication in the office can help with understanding employee concerns, McLeod writes. [Chatsworth Consulting Group blog]( (3/8)
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[How to captivate an audience from the start](
Start with a compelling statistic, profound question or good story to quickly engage an audience, writes Fia Fasbinder. "The key to a killer opening, then, is this: make it worthy of your audience, so that they know it's worth their time," she writes. [Inc. online]( (3/12)
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Innovation & Creativity
A weekly spotlight on making the next big thing happen
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[Protect innovators from interruptions](
Managers who run interference between their staff and upper management create an atmosphere where innovation can evolve without impediment, write Jeanne Liedtka, Randy Salzman and Daisy Azer. "Hence, a management style providing the time and minimal resources necessary to get through the experimentation stage where some predictive data can be developed is a godsend for creative front-liners," they write. [ThoughtLeaders]( (3/12)
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SmartPulse
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Have you ever had a salesperson ask you to tell a story so they can get to know you?
No, I've never been asked to tell a story. 79.17%
Yes, it happens frequently. 20.83% []
Stories tell more than the story. If you’re in sales -- and let’s be clear, we’re all in sales since we’re always selling ideas -- getting your buyer to tell you a story will give you insight into their challenges, their preferences, and their decision-making approach. Asking buyers to tell stories also helps build a relationship and build trust. The more you know about the other person and their experiences, the easier it is to connect with them and understand their perspective. There are a few [critical yet simple techniques]( to get your buyer to tell you stories like asking for specific events or prompting their story by asking about a specific problem. Who knows -- the next story you hear might help you close that sale or get your idea approved! -- 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](." []
Have you ever considered running your own consulting firm?
[Vote]( [Yes, but I haven't done it yet.](
[Vote]( [No, I've never considered it.](
[Vote]( [Yes, and I'm currently doing so.](
[Vote]( [Yes, I once ran a consulting firm but don't anymore.]( []
In Their Own Words
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[Talent wants to be empowered](
Talent wants to be empowered
Bock (Neilson Barnard/Getty Images)
Laszlo Bock left his role leading people operations Google so he could continue learning and help bring a better, more open and free workplace culture to other organizations. "Whatever size company you are, look in unconventional places for people, assess them correctly and then create an environment where they feel trusted and empowered and connect to meaning," he says. [Chief Executive online]( (3/12)
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Daily Diversion
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[Everything you didn't know about pinball](
Everything you didn't know about pinball
(Joe Raedle/Getty Images)
Pinball machines are a mix of skill and luck, deliberately designed by trained engineers who can take years to complete a new game, writes Liz Stinson. One difference in modern pinball machines is that computer logic boards are controlling the action rather than a series of interacting mechanical functions. [Topic]( (3/2018)
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Laws and institutions are constantly tending to gravitate. Like clocks, they must be occasionally cleansed, and wound up, and set to true time.
Henry Ward Beecher,
clergyman and social reformer
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