Brene Brown: Bold leadership is built on vulnerability

Bold leadership is built on vulnerability | When should you make big decisions? Not after lunch | Don't stick with just one growth strategy Created for {EMAIL} | [Web Version]( ADVERTISEMENT October 9, 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 [] [Bold leadership is built on vulnerability]( Research by Brene Brown suggests that many leaders are afraid to be vulnerable and trusting with their reports, instead directing them with an emphasis on compliance. "The biggest barrier to daring leadership is how we respond to our fear -- it's our armor that gets in the way," she writes. [LinkedIn]( (10/5) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [When should you make big decisions? Not after lunch]( When should you make big decisions? Not after lunch Pink (Scott Halleran/Getty Images) Knowing that most of us have a dip in energy and cognitive functioning after lunch -- called a trough -- should transform our actions and planning, especially in terms of when we make big decisions, argues "When" author Daniel Pink. Businesses and governments can capitalize by pairing this realizing with big data and analysis, he says. [SmartBrief/Leadership]( (10/4) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( How do you cultivate more daring leaders? The ultimate playbook for developing brave leaders and courageous cultures, featuring new research and actionable strategies, from four-time #1 New York Times bestselling author and research professor Dr. Brené Brown. [Explore the Dare to Lead Hub]( ADVERTISEMENT [] Strategic Management [] [Don't stick with just one growth strategy]( McKinsey research suggests businesses should attempt multiple types of growth strategies simultaneously. "[C]ompanies instead tend to emphasize what worked in the past, and thus to rely too heavily on a single lens--which leaves potential growth on the table," write Abhinav Goel, Duncan Miller and Ryan Paulowsky. [McKinsey]( (10/2018) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Smarter Communication [] [Virtual connections are vital to team-building]( Employees who use social media to connect are starting the process of relationship-building, writes Nick Morgan. "In short, water-cooler chat, whether it takes place in the physical or the virtual world, may be an indicator, at least, of the desire for strong collaborative relationships on a team," he writes. [Public Words]( (10/2), [Public Words]( (10/4) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Innovation & Creativity A weekly spotlight on making the next big thing happen [] [Develop a problem-solving culture to spark innovation]( Innovation begins with a problem-solving culture and can lead to several actions, such as challenging the status quo, offering a better alternative and anticipating problems people will have and rolling out services to solve them, writes Mukesh Gupta. "Truly innovative businesses work at least two or three of these pathways to innovate," Gupta writes. [Musings of a Salesman blog]( (10/2) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] SmartPulse [] How well do your people behave as stewards of your organization's resources? Well. Most of the time they're good stewards with some occasional waste. 54.40% Very well. They're extremely responsible with company resources. 25.20% Not well. People are pretty cavalier about the use of company resources. 16.40% Not at all. We're very irresponsible about being good stewards of resources. 4.00% [] Treat it like it’s your own. It’s a little concerning that 20% of you have issues with your people being good stewards of your organization’s resources. A culture of waste can have a tremendous negative impact over time. While it may be $10 here and $20 there, across a large associate pool, that’s a big number. The question is what are you doing about it as a leader? When you see wasteful behavior, do you call it out? Do you clearly set spending expectations and norms? If you’re not saying anything explicitly in these situations, you’re implicitly condoning the behavior. The easiest way I’ve seen for making these corrections is to ask the person “If it was your money, would you spend it like that?” When the answer is an immediate “no” the correct behavior becomes abundantly clear. -- 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 heard the term "insecure overachiever" and if so, would you consider yourself one? [Vote]( [Yes. I have heard it, but I am not one.]( [Vote]( [Yes. I have heard it, and I definitely am one.]( [Vote]( [No. I have never heard the term.]( [] In Their Own Words [] [CEO: Vision gains prominence as companies get bigger]( BerganKDV Dave Hinnenkamp shares his insights on relying on teams to carry out culture at bigger companies, as well as the teamwork he's learned to lean on in his longtime baseball career. "I need to make sure that I'm delivering an inspiring message vision that my team is on board with that vision and message," he says. [Chief Executive online]( (10/4) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Daily Diversion [] [Yellowstone eruption shows what people have thrown away over time]( Yellowstone National Park's Ear Spring geyser erupted for only the fourth time in 60 years last month, with this event ejecting such human-made debris as coins, metal signs and an 80-year-old baby pacifier. [LiveScience]( (10/8) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [] Freedom can exist only in the society of knowledge. Without learning, men are incapable of knowing their rights. Benjamin Rush, physician and Founding Father [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [Sign Up]( [SmartBrief offers 200+ newsletters]( [Advertise]( [Learn more about the SmartBrief audience]( Subscriber Tools: [Manage Subscriptions]( [Update Your Profile]( [Unsubscribe]( [Send Feedback]( [Archive]( [Search]( Contact Us: Jobs Contact - jobhelp@smartbrief.com Advertising - [Laura Engel](mailto:lengel@smartbrief.com) Editor - [James daSilva](mailto:leadership@smartbrief.com) Mailing Address: SmartBrief, Inc.®, 555 11th ST NW, Suite 600, Washington, DC 20004 © 1999-2018 SmartBrief, Inc.® [Privacy Policy (updated May 25, 2018)]( | [Legal Information]( Â