Empathy is not enough

Your definition of success can help with priorities | How women can feel comfortable sharing their wins | Read more from Joel Garfinkle on SmartBrief on Leadership Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( April 19, 2022 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE]( ADVERTISEMENT Leading Edge [] [Your definition of success can help with priorities]( Asking yourself, "Have you been successful in the way you expected?" can help you clarify your priorities, with some people ranking their career below family or other aspects of life, writes Deb Boelkes. This question can serve as a guidepost throughout life as your priorities adapt to your life circumstances. Full Story: [Heartfelt Leadership]( (4/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [How women can feel comfortable sharing their wins]( Many women have an "understandable hesitation" about listing their accomplishments at work, whether it's because they feel awkward in such conversations or are worried about how people will judge them -- but not speaking up can hurt their career potential, writes Joel Garfinkle. "See the value in who you are, what you have done and why this should be shared with others," Garfinkle writes. Full Story: [SmartBrief/Leadership]( (4/18) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Read more]( from Joel Garfinkle on SmartBrief on Leadership Write Your Own Success Story The [Drexel LeBow Online MBA]( equips you with the leadership skills, knowledge and experience employers seek. With five concentrations to choose from, you will be able to customize your learning experience to best fit your career goals. [Learn more](. ADVERTISEMENT: [] Strategic Management [] [Why it's so hard to change the status quo]( Uncertain times demand innovative solutions, but research shows most of us harbor implicit biases against disruptive change, sometimes because the personal benefits aren't visible. "Novel ideas have almost no upside for a middle manager -- almost none," says University of San Diego professor Jennifer Mueller, the lead author of a study about bias against creativity. Full Story: [The New York Times]( (4/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Just the Facts, Ma'am "I stopped watching TV news a year ago, so sick of the bias everywhere. But in doing so, I was out of the loop. I decided to give 1440 a try & I've not been disappointed. Finally, Walter Cronkite style reporting! Just the facts. I also love that I can click a link to see more on many stories. Keep up the good work!" [Join for free now](. ADVERTISEMENT: [] Smarter Communication [] [Empathy is not enough]( Empathetic leaders need to also practice "wise compassion" by having tough conversations, focusing on the problem instead of the person and giving the employee time to respond, says Potential Project founder Rasmus Hougaard. "No matter how difficult it is for you, it's more difficult for that other person," says Hougaard. Full Story: [Strategy+Business]( (4/18) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Let's try listening instead of "lobbing facts"]( Too many people are "lobbing facts over the wall" instead of sparking deep conversations that show a genuine interest in the other person, writes David C. Barker. "Each audience deserves your respect and your honesty, as well as your curiosity about what you might learn and not how you want to correct everyone on the internet who happens to be wrong at this particular moment," Barker writes. Full Story: [David C. Baker]( (4/17) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [Events in 2022 and Beyond: Calling up the Association crowds]( Interested in making the most out of 2022 events? We've got tips on best practices to spread the word to evoke the conversation. [Check out the new guide]( ADVERTISEMENT Free eBooks and Resources Free eBooks and resources brought to you by our partners - [50 Tips on Effective Delegating]( - [10 Ways to Work Smarter, Not Harder]( - [Book Summary - The 5 Second Rule]( - [Free course - Microsoft Excel Training]( - [The 80 Best Micro Habits to Change Your Life]( [] SmartPulse [] How effectively do your team members "manage up" and manage your involvement in their work? Very: They pull me in as needed and keep me well informed 38.43% Somewhat: They involve me but not always in the most effective ways 44.11% Not very: They struggle to figure out how to involve me in their work 8.73% Not at all: They either involve me way too much or not at all 8.73% [] Pulling leaders in. A large proportion of you report that your teams do a very effective or somewhat effective job of involving you in their work. If you're not satisfied with how they're involving you (the "somewhat," "not very" and "not at all" groups), ask yourself if your expectations are clear for how best to involve you. Have you sat down with them and told them the types of decisions you need to be consulted on? Do they know specific areas of expertise you have where you can help them with problem solving? Do they know the frequency you expect to be updated? Do they know your preferred communication methods (email, meeting, call, etc.) for getting involved? If they don't know your expectations, it's unfair to think they're not doing a good job of meeting them. Sit down with them and answer these questions for them. You might find their effectiveness goes up significantly when they actually know what you expect. -- 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]( [] In Their Own Words [] [IBM's CEO is a lifer who isn't afraid of change]( IBM CEO Arvind Krishna has never worked anywhere else, but he understands how much has changed at IBM, whether that's the dress code, increased diversity, shifting from hardware to software and moving away from Watson-like moonshots. Krishna also describes his typical day, which includes "a certain amount of time on strategy and products and decisions related to that" but also time with customers and partners. Full Story: [TIME (tiered subscription model)]( (4/17) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Why font size matters on music festival posters]( Some of the biggest battles at music festivals are about the poster -- specifically, where an act's name is placed and how big the font is. Some promoters have sought to quell arguments by highlighting days or locations "so that the headliners won't have to dicker with each other about which one gets the top top billing," writes Ben Lindbergh. Full Story: [The Ringer]( (4/15) [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 know you don't need to read SmartBrief on Leadership. Rather, you're here because you're on the lifelong journey of being a better leader, communicator and thinker. 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 [] [] The future happens. No matter how much we scream. [Derek Walcott](, poet, playwright [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, a division of Future US LLC © 1100 13th St. NW, Suite 1000, Washington, DC 20005