Survey: Old and young leaders don't trust each other

Sometimes you coach, sometimes you give directions | Survey: Old and young leaders don't trust each other | 5 ways to humanize change management Created for {EMAIL} | [Web Version]( December 10, 2019 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [FORWARD]( ADVERTISEMENT Leading Edge [] [Sometimes you coach, sometimes you give directions]( Some people manage with an empowering mindset, while others default more to instructional, writes Lara Hogan. Your natural tendency is fine, as long as you learn to "move along this spectrum, given your team's context, the needs of your individual teammates, and what the company needs, too," she argues. [Lara Hogan]( (12/5) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Survey: Old and young leaders don't trust each other]( A survey of nearly 1,000 leaders by Carey Nieuwhof reveals, at least anecdotally, the deep mistrust and discouragement younger and older leaders feel about each other. Younger leaders feel older counterparts are stubborn and inflexible in decision-making and accepting change, while older leaders believe younger people are entitled, don't work hard and think they have all the answers. [Carey Nieuwhof]( (12/1), [Carey Nieuwhof]( (12/4) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Top HR Strategic Challenges for 2020 Discover what will be the top HR strategic challenges for 2020 along with tips and solutions on what an employer should do. [Download XpertHR's Whitepaper Now]( ADVERTISEMENT [] Strategic Management [] [5 ways to humanize change management]( Change management involving understanding emotions along with the structural and process changes involved, writes strategic organizational adviser Dave Coffaro, who offers five tips for influencing people. "Team members need an extraordinary level of information, in small, digestible servings, to stay connected to the change story," he argues. [SmartBrief/Leadership]( (12/9) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [You can't have it all]( No one can have and do everything, but what we do have control over is what we prioritize, which decisions we make and where we focus our time and energy. You can plan your day and life better simply by being aware of the trade-offs involved and understanding which activities carry the highest value. [Farnam Street]( (12/9) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Three Steps to Reskilling Your Workforce Learning is the top-rated challenge in Deloitte's 2019 Global Human Capital Trends Report. In 2020, you'll see automation make learning even more necessary — but few organizations will be able to keep up. [Download our e-book]( to see the three steps you can take to prepare for the coming changes. ADVERTISEMENT [] Smarter Communication [] [Use this tool to decide whether a meeting is needed]( Face-to-face or video meetings are best when the topic is difficult or you're building relationships, writes David Dye. He offers a matrix to help decide when meetings are needed and when emails, texts or posted notices will suffice. [Let's Grow Leaders]( (12/9) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Bring Your Team to Workhuman Live! There's a power in the shared experiences of this event – uniting people through gratitude and positivity. Register your team today for top speakers, new relationships, self-care, and special events. [See you there, with all your other humans]( ADVERTISEMENT Holiday Buying Guides Recommended buying guides from T3 - [Best golf GPS watch]( - [Best apple watch accessories]( - [Best laptop bags 2019]( - [The 15 best board games 2019]( - [Best toys for Black Friday 2019]( [] Innovation & Creativity A weekly spotlight on making the next big thing happen [] [How to plan for innovation in 5 days]( Teams can avoid pointless "innovation theatre" through a five-day process that starts with research and discovery, loops in stakeholders and eventually becomes clear about what will be attempted and what resources are needed, writes Mike Pinder. "Your executive team, including C-levels and senior leaders, will be requested to schedule 30-minute blocks of time at several key moments where and when needed throughout the week-long sprint," he writes. [Board of Innovation]( (12/5) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartPulse [] As the year approaches a close, how did it turn out for your organization? Better than expected 34.36% As expected 27.91% Worse than expected 20.55% Much better than expected 12.58% Much worse than expected 4.60% [] A good year on balance. Forty-eight percent of you had a better year than you expected. That's great news. As leaders your next task is seeing how you can parlay that success into 2020. What worked well? What did you learn that you can apply in the upcoming year? For those whose years didn't turn out as expected, what are you doing now to change how next year goes? How are you focusing your team on the biggest deficiencies? How are you identifying the biggest opportunities ahead? The sooner you start working on those issues and making changes, the more impact it will have on next year's results. Coasting into the finish line is a big mistake that sets you up to fall short of expectations next year. Get started now on getting a jump on 2020. -- 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](." [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] How frequently do you update your strategic plan? [Vote]( [We refresh more than once per year.]( [Vote]( [We update it annually.]( [Vote]( [We update every couple of years.]( [Vote]( [We rarely refresh it.]( [Vote]( [What's a strategic plan?]( [] In Their Own Words [] [Inspire employees by showing how their work serves others]( Trade show company The Expo Group espouses servant leadership in all it does, which helps connect employees to a mission and gives them purpose, says Randy Pekowski, president and chief operating officer. "Our focus on a higher purpose has led to unprecedented growth for the company, fed by satisfied employees who want to be here and want to provide higher levels of service to customers," Pekowski says. [Inc. online]( (12/6) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Early electric car escapes destruction, sits in a parking garage]( General Motors stopped making its EV1 electric cars in 1999 and recalled and destroyed nearly all of them in 2003, but one exception is an abandoned vehicle recently found in an Atlanta parking garage. The remaining vehicles are worth hundreds of thousands of dollars, with Francis Ford Coppola among the owners. [The Drive]( (12/6) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Press Releases - [Perceptive Advisors Closes Inaugural $210 Million Perceptive Xontogeny Venture Fund to Support Early-Stage Biotech Startups?]( [Post a Press Release]( [] [] The more I do, the more frightened I get. But that is essential. Otherwise why would I go on doing it? Dame Judi Dench, actress [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](mailto:leadership@smartbrief.com) [Archive]( [Search]( Contact Us: 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 © 1999-2019 SmartBrief, Inc.® [Privacy Policy (updated May 25, 2018)]( | [Legal Information]( Â