Burnout is a problem managers can fix

Your job is not to do, but to inspire your team | Burnout is a problem managers can fix | Commentary: The limits of agile management practices Created for {EMAIL} | [Web Version]( ADVERTISEMENT October 10, 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 [] [Your job is not to do, but to inspire your team]( Leaders should instill confidence in their teams that helps those people embrace uncertainty and look at setbacks as an opportunity to adjust and try again, writes Art Petty. This need to let teams do the work was also experienced by Red Hat CEO Jim Whitehurst, who writes for Quartz about how he had to create an environment where his team could run with ideas and respectfully debate them. [Art Petty]( (10/7), [Quartz]( (10/9) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [Burnout is a problem managers can fix]( Burnout leads to employees calling out sick and quitting their jobs, and one of the simpler remedies is a manager who checks in often and demonstrates a willingness to listen, says Ben Wigert of Gallup. "The most proactive thing a manager can do to prevent burnout is establish a regular cadence of discussing work, career, and life with employees," he says. [Fast Company online]( (10/5) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( O.C. Tanner’s 2018 Global Culture Report Great workplace cultures provide a crucial advantage for organizations. Our new Global Culture Report shares key insights and simple actions organizations can take to create meaningful employee experiences, dramatically improving workplace culture. [Download now!]( ADVERTISEMENT [] Strategic Management [] [Commentary: The limits of agile management practices]( Agile management practices may work well in certain contexts but shouldn't be seen as a solution to every situation an organisation faces, write Phanish Puranam and Julien Clement. [INSEAD Knowledge]( (10/8) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [How to navigate AI's unintended consequences]( Artificial intelligence technologies are evolving, and they can sometimes lead to unintended consequences for companies. An EY report offers four conditions organizations should meet when pursuing AI projects. [CFO]( (10/5) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( Succession Management Done Right Companies without effective succession management plans waste a lot of time and money as they struggle to find replacements. [Our guide]( delves into what a comprehensive plan looks like, and the steps you can implement at your organization. ADVERTISEMENT [] Smarter Communication [] [Praise loses its power when paired with correction]( Employees will doubt the sincerity of praise if it's delivered in the same breath as corrective feedback, writes Jennifer V. Miller. "Before you chat with team members, give thought to the types of information you're about to impart to ensure your message is on point," she writes. [SmartBrief/Leadership]( (10/9) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Customers First A weekly look at serving customers better [] [Data analytics indicates what customers want to hear]( Artificial intelligence's ability to study speech patterns from customer interactions reveals customers prefer hearing employees refer to themselves as "I" instead of "we," write marketing professors Sarah Moore, Brent McFerran and Grant Packard. Empathy should be established early, but then employees should shift to an assertive tone and explain how they're going to solve the problem, they write. [Harvard Business Review online (tiered subscription model)]( (10/4) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] In Their Own Words [] [There's no CEO at Eileen Fisher]( There's no CEO at Eileen Fisher Fisher (Jamie McCarthy/Getty Images) Eileen Fisher's namesake clothing company doesn't technically have a CEO, as Fisher tries to maintain a collaborative, decentralized culture instead of one built around titles. "How do we understand the gifts and the talents of each person in the room?" she says. [The New York Times (tiered subscription model)]( (10/5) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Daily Diversion [] [The Bigfoot legend has a long history]( The legend of Bigfoot has parallels in Native American cultures, told through oral, written and drawn legends. Reported sightings of unidentified creatures have been the stuff of newspaper stories since the 1800s even while being received with skepticism. [Popular Mechanics online]( (10/8) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [] It is not enough to have a good mind. The main thing is to use it well. Rene Descartes, mathematician and philosopher [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