Why anger can be a catalyst for growth

Today's leaders nurture rather than demand | Why anger can be a catalyst for growth | The pandemic shows risk assessments need to change Created for {EMAIL} | [Web Version]( August 4, 2020 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE]( ADVERTISEMENT Leading Edge [] [Today's leaders nurture rather than demand]( Top-down hierarchies are being replaced by agile teams, requiring leaders who create connection, collaboration and empowerment, writes Agata Nowakowska of Skillsoft. "Looking at the fundamentals of the changing world of work, the 'hero leader' is rapidly becoming a workplace anachronism," Nowakowska writes. Full Story: [Training Journal (UK)]( (8/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Why anger can be a catalyst for growth]( Anger can be a sign that you're stressed, not setting boundaries or not taking care of your health, writes Marlene Chism. "The story you tell yourself about why you're angry determines how you process anger and how you channel the anger," she writes. Full Story: [SmartBrief/Leadership]( (8/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( At an Inflection Point in Your Career? Personalized coaching is especially valuable for midcareer professionals who want to lead with purpose. When integrated into a top Executive MBA program, career coaching empowers people to make better decisions about their professional journey. [Download the SmartFocus](. ADVERTISEMENT: [] Strategic Management [] [The pandemic shows risk assessments need to change]( Most companies did not have sufficient risk planning before the coronavirus pandemic, and fixing this will require assessments that account for country and regional disparities while looking for positive opportunities, writes Neil Hodge. "Companies may want to use the current situation as an opportunity to start thinking more long-term, particularly with regard to how climate change may impact future operations, supply chains and ways of working, for example," says Val Jonas, CEO of Risk Decisions. Full Story: [Risk Management online]( (8/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Smarter Communication [] [Make your presentation better by dedicating prep time]( Being prepared for presentations requires knowing the audience, the key takeaways you want to deliver, what you want them to do afterward and what questions they may have, writes Madeleine Homan Blanchard. "This may be the hardest part: deciding what meetings/events you want to be more prepared for and blocking time off on your calendar to prepare," she writes. Full Story: [Blanchard LeaderChat]( (7/31) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [How to reengage employees returning to the office]( Surveys and individual conversations can help companies and employees understand what's needed to successfully reopen offices, writes Springboards Consulting CEO Nadia Nassif. "Identifying and responding to employees' most pressing concerns is only the first step to managing re-entry -- unless followed up by concrete actions that say 'we value you and are invested in your growth and success,' management's messages won't be credible," she writes. Full Story: [Chief Learning Officer online]( (8/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Featured Content Sponsored content from 1440 Media without all the B.S.]( out 1440 – The fastest way to an impartial point-of-view. The team at 1440 scours over 100+ sources so you don't have to. Culture, science, sports, politics, business and everything in between - in a 5-minute read each morning, 100% free. [Sign up now!]( [] Innovation & Creativity A weekly spotlight on making the next big thing happen [] [3 conditions that make innovation more likely]( Innovation is more likely when society rewards new ideas, when knowledge is welcomed without concern for origin and when people are free to act, argues the work of economic historian Joel Mokyr. Stagnation is a constant threat in all cases. Full Story: [Farnam Street]( (8/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartPulse [] How well do people in your organization take ownership for problems or issues? Extremely well: When people see a problem, they actively make sure it gets fixed no matter what. 7.70% Very well: People work to fix most problems and own issues pretty well. 36.60% Well: People take ownership of bigger issues, but smaller ones tend to slide by. 20.28% Not very well: People infrequently take ownership of issues and tend to pass the buck. 27.27% Poorly: No one wants to own anything, and they work hard to pass things to others. 8.15% [] Less finger-pointing. While 65% of you indicate people in your organization do a decent job of taking ownership for problems, the 35% who say it doesn't happen is a significant portion of respondents. Ask yourself how you can change that dynamic as well as how you might be causing some of it. Do you take ownership every time for every issue? Do you set a good example? Do you blame others when there are issues? Your people take their cues from you. If you complain about other departments not doing their job or you tell your team members to just let another group handle things, you might be feeding into this culture. This doesn't mean you have to own the full resolution of every problem that comes your way, but you should consider taking an active role in moving it forward toward resolution. Culture is the sum of our daily behaviors over time. Are your daily behaviors creating the accountability culture you want to have? If not, change the behaviors. -- Mike Figliuolo is managing director of [thoughtLEADERS](, which includes [TITAN]( -- the firm's e-learning platform. Previously, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a West Point graduate and author of three leadership books: ["One Piece of Paper,"]( ["Lead Inside the Box"]( and ["The Elegant Pitch."]( [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] POLL QUESTION: How do you allocate your time spent with your direct reports? [Vote]( [I spend most of my time with my high performers.]( [Vote]( [I spend an equal amount of time with everyone.]( [Vote]( [I spend most of my time with my low performers.]( [] In Their Own Words [] [A "strategic pause" can help companies survive]( A "strategic pause" means stopping to assess where you are and what moves you should make next, which can be especially helpful for corporate executives navigating a crisis, says retired Lt. Gen. Frank Kearney, who is interim CEO at Draper Labs. These pauses can help all teams, not just top executives, he argues. Full Story: [Chief Executive online]( (8/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Mammoth tusk could show how early humans made rope]( A 40,000-year-old mammoth tusk with holes drilled in it might have been an early tool to make rope from animals and plants, say researchers. "It opened up all sorts of new avenues for exploiting the natural world, from the weaving of baskets to the construction of bows and arrows," says Chris Stringer of the Natural History Museum in London. Full Story: [The Guardian (London)]( (8/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. SmartBrief will donate $10 per new reader to organizations fighting for climate reform, women's rights, global health initiatives and more. [SHARE]( Or copy and share your personalized link: smartbrief.com/leadership/?referrerId=japnABMSAp [] [] Success is not the key to happiness. Happiness is the key to success. 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