4 ways to streamline your next presentation

Why grace is a step up from patience | Employees want to return, but they have conditions | What 10 skills do resilient companies possess? Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( August 17, 2021 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](  [] Leading Edge [] [Why grace is a step up from patience]( Leaders should consider grace rather than patience because the former is active, forward-looking and giving, writes Dan Rockwell, citing John Baldoni. "Grace is the context of high performance, not the endorsement of incompetence," he writes. Full Story: [Leadership Freak]( (8/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Employees want to return, but they have conditions]( While 55% of US workers are comfortable returning to the office, that percentage has dipped in recent weeks, with a Morning Consult poll showing high percentages of employees who are happy working remotely, would consider quitting if forced into unsafe on-site conditions and who desire mandatory employee vaccinations. "[N]ow is the time for leaders to collect data from their employees regarding what is working and what is not working in terms of flexible work arrangements, and then begin experimenting with solutions to those problems," says management professor Anthony Klotz of Texas A&M University. Full Story: [Politico]( (8/12), [Morning Consult]( (8/11) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Are you a digital leader, adopter or follower? Future success for industrials depends on a solid digital program. Our custom assessment helps you understand where your company is strong and where to focus your efforts. [Take it now for instant results](. ADVERTISEMENT: [] Strategic Management [] [What 10 skills do resilient companies possess?]( Lasting companies are able to navigate changing markets by performing well in 10 tangible and intangible ways, such as using analytics, having empathy, mastering and operating at scale across geographies, says venture capitalist Robert Siegel. "It's not only the competencies of digital and physical but understanding broadly how systems and groups interact with each other, and the consequences of these interactions," Siegel says. Full Story: [Skip Prichard Leadership Insights]( (8/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Smarter Communication [] [How Ford creates engagement with internal communication]( Ford's employee communications team has a mandate that covers the employee population and senior leaders, with its responsibilities including a company intranet, digital signage, videos, articles, weekly meetings and toolkits, writes John Cowan. Internal data shows 77% of workers are satisfied with communication from senior leaders while 89% found the company's pandemic-related information helpful. Full Story: [Ragan]( (8/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [4 ways to streamline your next presentation]( Hone your presentation to its essential message by editing ruthlessly, summarizing key messages and respecting the time of your audience, writes Joel Garfinkle. "Make it your mission to edit until you're sure it can't be squeezed any further," he writes. Full Story: [SmartBrief/Leadership]( (8/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Read more]( from Joel Garfinkle on SmartBrief on Leadership [] SmartPulse [] How willing are you to call out hidden agendas that are unproductive and slowing down projects? Very: I have zero patience for hidden agendas that affect team work 29.91% Somewhat: But I only call them out when they're blatant and obvious 54.52% Not very: I have a hard time calling them out and hope someone else will 13.39% Not at all: I always back away from conflict like this 2.18% [] Shining a spotlight on hidden agendas. Many of you call out hidden agendas when you see them in an effort to reach productive resolution. For the 55% of you who only do it when it's blatant, consider calling them out when they're less egregious. Once people learn not to play games and hide agendas, they'll be less likely to do so around you and therefore you'll deal with fewer egregious situations. For the 15% of you who are reluctant to call out these situations, realize that these people will become emboldened to continue -- and in more and more situations. Start with a one-on-one conversation about a lesser item so you can get comfortable, working your way up to calling out these unproductive behaviors more confidently in the future. -- 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: Where do you spend the majority of your time and energy on people leadership? [Vote]( [I spend it mostly with my high performers]( [Vote]( [I spend it mostly with my average performers]( [Vote]( [I spend it mostly with my low performers]( [] In Their Own Words [] [Why reframing imposter syndrome can help you thrive]( One way to deal with imposter syndrome is to accept the situation and turn negatives into positives, such as feeling humble, prepared and resilient instead of vulnerable, fearful and beaten-down, writes psychologist Gemma Leigh Roberts, founder of The Resilience Edge. "By looking at how you do new things in this way, you're reframing the situation so that you're not necessarily expecting to get everything right straight away -- instead acknowledging you're on a path of learning," Roberts writes. Full Story: [LinkedIn]( (8/12) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [How Pepsi turned a lawsuit into a promotional win]( A 1996 Pepsi promotion that suggested a fighter jet was available for 7 million "Pepsi Points" sparked a fundraising effort by business student John Leonard, then a lawsuit after Pepsi said the reference to the Harrier fighter jet was a joke. Leonard lost the suit and an appeal, while Pepsi once said the publicity made it the company's best promotion. Full Story: [The Hustle]( (8/15) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] About The Editor [] James daSilva James daSilva Hi, it's your SmartBrief on Leadership editor! Thank you for reading and subscribing. I've been saying that many Americans, vaccinated or not, decided a few months ago that COVID-19 was over. Variants and caseloads won't affect that perception. And that seems to be the attitude, also, for many corporate leaders in shooing folks back to offices. All that makes the job harder for managers and leaders, as you have enough to do without additional employee worries, child care headaches or potential health problems. If you have the ability to continue crafting fair but personalized working environments for your people (flexible, remote, a mix, et al), do so. And if you're in an environment that can't be remote, like a factory floor or field operations, you're probably a wealth of knowledge about how to operate in these times. Consider sharing your advice with your office-bound friends and colleagues. If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or [send this link](. What topics do you see in your daily work that I should know about? Do you have praise? Criticism? [Drop me a note.](mailto:jdasilva@smartbrief.com) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. Help Spread the Word [SHARE]( Or copy and share your personalized link: smartbrief.com/leadership/?referrerId=japnABMSAp [] [] Your own voice is the voice that carries you through life the best. Nanci Griffith, singer-songwriter, musician 1953-2021 [LinkedIn]( [Twitter]( [Facebook]( [Email](   SmartBrief publishes more than 200 free industry newsletters - [Browse our portfolio]( [Sign Up]( | [Update Profile]( | [Advertise with SmartBrief]( [Unsubscribe]( | [Privacy policy]( CONTACT US: [FEEDBACK](mailto:leadership@smartbrief.com) | [ADVERTISE](mailto:lengel@smartbrief.com) SmartBrief, Inc.®, 555 11th ST NW, Suite 600, Washington, DC 20004