What to do the next time an employee lies

Being a movie star doesn't exempt you from generosity of spirit | What to do the next time an employee lies | Strategic planning should only answer 5 questions Created for {EMAIL} | [Web Version](   October 30, 2018 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [FORWARD]( [] Leading Edge [] [Being a movie star doesn't exempt you from generosity of spirit]( Being a movie star doesn't exempt you from generosity of spirit Cooper (Emma McIntyre/Getty Images) The publicity tour for "A Star Is Born" has revealed a generosity in how actor-writer-director Bradley Cooper coached his actors, and how he consistently gives credit to the people he works with, writes James daSilva. "This sounds insignificant, and maybe it should be, but such actions stand out in our society," daSilva writes. [SmartBrief/Leadership]( (10/29) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [What to do the next time an employee lies]( Rather than accuse someone of lying, try reframing the question and giving the person a chance to redress or reassess the situation, says Chase Hughes, an expert on behavioral analysis. The bigger job for leaders, he says, is to model a culture of transparency that discourages lying and allows for a recommitment of values should an employee slip up. [LinkedIn]( (10/26) [LinkedIn]( [Twitter]( [Facebook]( [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 [] [Strategic planning should only answer 5 questions]( Many strategic plans cover too much ground when all they need to do is answer five questions, including "Where will we play?" and "How will we win?" writes Roger Martin of the Martin Prosperity Institute at Rotman School of Management. "If you insist on perfect planning, you are deluding yourself into thinking that the future will be the same as the past," he writes. [Rotman Management (University of Toronto)]( (Fall 2018) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Earn a free subscription to The New York Times Enjoying your SmartBrief? Why not share it with your network? Simply copy and share your personal referral link below. Once you refer five new subscribers, we'll send you a redemption code for your complimentary one-year access to The Times. Your Referral Link: smartbrief.com/leadership/?referrerId=japnABMSAp ADVERTISEMENT [] Smarter Communication [] [Feedback is scary, but it's necessary]( People don't like feedback, so getting to a culture where thoughtful discussions occur requires a culture change led by managers, writes Art Petty. "Clarity, respect, and empathy are vital components of authentic, effective, constructive feedback delivery," he writes. [Art Petty]( (10/28) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Innovation & Creativity A weekly spotlight on making the next big thing happen [] [Q&A: Old organizational structures are outdated]( The nature of companies is changing as technology advances, making old organizational structures less important, argues Howard Yu of IMD business school. "It's an eye-opener to me that employees and employers alike need to treat jobs no longer as a destination but simply a temporary task, that people would congeal together and solve an issue and then move on to the next phase," he says. [Knowledge@Wharton]( (10/24) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartPulse [] What kind of matrixed environment are you operating in? Highly matrixed: lots of complexity and many stakeholders I answer to. 42.08% Moderately matrixed: It's complex, but it's a manageable number of stakeholders. 28.05% What does this question mean? 14.93% Not very matrixed: It's a simple organization with a couple of key stakeholders. 11.77% Not matrixed: It's a very simple organization with no overlapping responsibilities. 3.17% [] Complexity reigns supreme. A huge portion of you (71%) are operating in highly matrixed environments. The importance of clear accountability, proper goal setting, and constant prioritization of efforts is paramount. If you have lack of clarity on who is responsible for what or if goals are in conflict, your life will be a nightmare. If you haven’t been given that clarity, seek it out. Take a proposal to your multiple bosses for how you and your colleagues want to divide responsibilities and offer perspectives on how to reconcile goals that are in conflict. Many times your leaders don’t understand those conflicts as well as you do because you’re at the intersection of those issues. The more effectively you drive clarity, the easier it will be to execute well and achieve your goals. -- 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](." [] What is your approach to negotiating with vendors? [Vote]( [I treat them like true partners and make sure we both have acceptable outcomes.]( [Vote]( [I partner on some things but drive a hard bargain on others.]( [Vote]( [I almost always drive a hard bargain but let them win occasionally.]( [Vote]( [I always drive them down as much as possible. They're replaceable.]( [] In Their Own Words [] [Pinterest CEO: Allow the "product to speak for itself"]( Cultivating a diverse skill set requires listening to more than just the loudest or most articulate employees, says Pinterest CEO Ben Silbermann. "We try to create an environment where you can speak through the work that you do rather than always having to make a verbal argument or debate about why something should or shouldn't be the case," he says. [Business Insider]( (10/26) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Company that popularized candy corn is still on the job]( Company that popularized candy corn is still on the job (Pixabay) The family-owned Goelitz Co. made candy corn famous nearly 120 years ago and continues to make it as the Jelly Belly Candy Co. The candy was originally a Christmas treat, as it preceded by decades the modern idea of trick-or-treating by decades. [The Cincinnati Enquirer (tiered subscription model)]( (10/26) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [] I am continually fascinated at the difficulty intelligent people have in distinguishing what is controversial from what is merely offensive. Nora Ephron, journalist, author and filmmaker [LinkedIn]( [Twitter]( [Facebook]( [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