The facts and our feelings both matter in decision-making | Advice for overcoming team-leadership burnout | Mars chairman on the advantages of a private company
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June 11, 2018
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Leading Edge
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[The facts and our feelings both matter in decision-making](
Data and emotion are often considered in opposition, but both in tandem give leaders a decision-making framework along with the ability to consider all the possibilities, writes Scott Mabry. "As leaders, it's important to recognize our own bias and make sure we don't steer the process to satisfy our comfort level," he writes. [Soul to Work]( (6/5)
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[Advice for overcoming team-leadership burnout](
It's time for a break to reconnect with your purpose if just the thought of another team presentation is exhausting, writes Mark Ellis. Let go of unrealistic expectations for these meetings and work individually with people if group scenarios are too stressful, he writes. [Lead Change]( (6/6)
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Big Data and Marketing Analytics
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Strategic Management
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[Mars chairman on the advantages of a private company](
Privately owned Mars is trying to become more open to meet today's business needs without sacrificing its identity or ownership, says Stephen Badger, chairman of the 106-year-old business. "[W]hether that is issues like climate change or labor issues in our supply chain or diversity and inclusion or health and well-being, these are really key issues that are significant challenges as well as opportunities to our business," he says. [Business Insider]( (6/4)
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Smarter Communication
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[How women can overcome being interrupted](
A study shows men will interrupt women more often than other men, so women should be prepared to persist, writes Eleanor Beaton. Strategies to stave off interruptions include maintaining eye contact, speaking concisely and sitting in the center of the meeting space, she writes. [Inc. online]( (6/6)
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[Preparation leads to productive conversations](
Important conversations should be approached with an understanding of the discussion's purpose and how things should change as a result, writes Robyn McLeod. Consider the other person's perspective as you seek an outcome that can sustain the relationship, she writes. [Chatsworth Consulting Group]( (6/7)
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Smarter Working
A weekly spotlight on doing more without working longer
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[Strong cultures make it safe to make a mistake](
A workplace where everyone feels safe in sharing vulnerabilities can help build a culture of trust and success, says Daniel Coyle, who advises the Cleveland Indians. "We normally think our leader should be bulletproof and always confident, but that's not actually how good teams work," he says. [Knowledge@Wharton]( (6/4)
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In Their Own Words
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[CEO: Seek people motivated by the company's mission](
John Merakovsky, CEO of IR, demands that executives working for him "need to share a common goal in what we are trying to build, and that success is a major motivator for them." His way of leading also emphasizes a mix of short- and long-term successes. [Chief Executive online]( (6/5)
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Daily Diversion
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[Caterpillars prompt road warning in Maine](
Maine officials last week issued an alert about slippery road conditions in Blue Hill because of an excess of forest tent caterpillars. "The forest tent will finish feeding towards the end of June, but residents should expect wandering caterpillars until then," said the Maine Department of Agriculture, Conservation and Forestry. [WMTW-TV (Auburn, Maine)]( (6/7)
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Most Read by CEOs
The most-clicked stories of the past week by SmartBrief on Leadership readers
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- [Stay calm when disrespected, but don't stand for it]( Leadership Freak
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- [Better to face your emotions than avoid difficult conversations]( SmartBrief/Leadership
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- [Create a culture where everyone matters]( LeaderCommunicator Blog
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- [Set behavioral expectations to stop bullies]( Let's Grow Leaders
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- [The value of specific praise]( Quartz
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The finest eloquence is that which gets things done ... the worst is that which delays them.
David Lloyd George,
prime minister
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