Rob Reiner talks about managing egos, why he started Castle Rock

Insecure leaders steal credit and deflect blame | Rob Reiner talks about managing egos, why he started Castle Rock | Time to close the book on Barnes & Noble? Created for {EMAIL} | [Web Version]( ADVERTISEMENT June 13, 2018 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [Google+]( [SmartBrief on Leadership]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [FORWARD]( [] Leading Edge [] [Insecure leaders steal credit and deflect blame]( Leaders signal insecurity to others when they exaggerate accomplishments or deflect responsibility for poor performance, writes Scott Cochrane, an executive at Willow Creek Association. [Scott Cochrane]( (6/11) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [Rob Reiner talks about managing egos, why he started Castle Rock]( Rob Reiner talks about managing egos, why he started Castle Rock Reiner (Joe Webster/SmartBrief) "Shock and Awe" director Rob Reiner tells SmartBrief in this interview that he co-founded Castle Rock because he wanted "a safe place" for himself and other filmmakers to come and create the work they wanted. When making a movie, Reiner said, he knows he can deal with actors and their egos if they respect the script and know that he, as a director, has a clear vision and takes action. [SmartBrief/Leadership]( (6/12) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( The Business Case for Employee Recognition Recognition is crucial to building an engaging workplace culture, and the latest research around employee recognition provides a strong business case for your investment. [Download our white paper]( to see how recognition can impact your company's bottom line. ADVERTISEMENT [] Strategic Management [] [Time to close the book on Barnes & Noble?]( Barnes & Noble is losing revenue and struggling to identify a path forward in terms of strategy or ideas, retail experts say. "At this point, they haven't found that hook to save the business nor have they found the vision or leadership to give people any confidence in it," says Peter Fader, a marketing professor at the Wharton School. [Knowledge@Wharton]( (6/7) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [Is your industry ripe for disruption?]( An industry with little pricing transparency, a poor customer experience and a lot of regulation is probably a sector ready to be disrupted, write Megan Beck and Barry Libert of OpenMatters. "Above all, recognize that if you fail to deliver on customer experience out of complacency, someone else will innovate a solution and knock you out of the competition," they write. [MIT Sloan Management Review online (tiered subscription model)]( (6/11) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Smarter Communication [] [Recognize team wins to keep people motivated]( Celebrating small wins regularly with your team can encourage them and keep them on track toward goals, writes Jennifer V. Miller. "Leaders who act as 'nourishers' providing respect, encouragement and recognition are those best poised to help their team members capitalize on their daily (or weekly) wins," she writes. 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