Disagree, but don't disrespect

Company values must be lived and defended | The importance of courage for CEOs | How MGM Resorts remade itself Created for {EMAIL} | [Web Version]( April 25, 2017 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [Google+]( [SmartBrief on Leadership]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [FORWARD]( [] Leading Edge [] [Company values must be lived and defended]( Leaders need to be prepared to act and defend the values of their company, writes Alaina Love, who shares a story of when she had to present allegations of sexual harassment to a division president. The company had set public values of respect and accountability, which Love leveraged to persuade the president to act rather than dismiss or hide the allegations. [SmartBrief/Leadership]( (4/24) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [The importance of courage for CEOs]( Having courage is what separates great CEOs from the pack, Bill George argues, sharing examples of bold and brave decisions by Ford's Alan Mullaly and PepsiCo's Indra Nooyi, as well as a time he failed to take the proper risk. "There are literally thousands of competent managers who can run organizations efficiently using pre-determined operating plans, but few with the courage to transform entire enterprises," George writes. [HBS Working Knowledge]( (4/24) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [High-Resolution Leadership]( In the most powerful data synthesis of its kind, this [landmark report]( includes insights from 15,000 leadership assessment participants ranging from front line to the C-suite. These insights will help you explore the DNA of leadership and predict leader success in your own organization. ADVERTISEMENT [] Strategic Management [] [How MGM Resorts remade itself]( How MGM Resorts remade itself Murren (Paul Morigi/Getty Images) Jim Murren, chairman and CEO of MGM Resorts International, explains the strategic steps that helped the company survive and restructure over the past decade. These include creating one company with a single culture, integrating a sense of social responsibility into the business model, and making MGM an entertainment and tourist destination, not just a casino operator. [Wharton Magazine online]( (4/21) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Smarter Communication [] [Disagree, but don't disrespect]( Disagreement is natural, and it's up to executives to manage their emotions, ask questions and even disagree while maintaining mutual respect, John Mattone writes. "It's the difference between saying, 'You don't know what you're doing,' and 'I like what you did here, but it's important that we consider these points too.' " [John Mattone blog]( (4/20) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Innovation & Creativity A weekly spotlight on making the next big thing happen [] [Consider saying "yes" more often]( Andy Jassy, CEO of Amazon Web Services, says the key to Amazon's success is its willingness to say "yes," even if that means cannibalizing an existing business or focusing on the long-term over the immediate future. Amazon has "people at every level of the organization spending their free cycles thinking of new ideas," Jassy says. [Business Insider]( (4/19) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] SmartPulse [] How empowered do you feel to make decisions affecting your team? Mostly -- I make all but a few key decisions. 39.25% Not very -- my leaders limit the decisions I can make. 26.17% Very -- I'm in complete control. 19.94% Not at all -- I barely get to decide anything. 14.64% [] A lack of power. Seems like a lot (41%) of you have little decision making power. That has to be frustrating -- both for you and for your leaders. Most leaders I know want their team members to be empowered and to take initiative. If you feel like you can't make decisions, ask yourself if those are self-limiting beliefs. Many of your leaders want you to take initiative. Talk with them about decision parameters where you can make the call within a certain set of boundaries. They'll be happy to make fewer decisions to let you lead the charge. If you simply assume you can't make decisions without confirming that fact, both you and your boss might be unnecessarily frustrated. -- 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 preference with respect to leadership training? [Vote]( [I'd like to attend leadership training in-person.]( [Vote]( [I'd like to take leadership training by video course.]( [Vote]( [I'd like to do "on the job" versus formal leadership training.]( [Vote]( [I'd like to construct self-led leadership training.]( [] In Their Own Words [] [Founder: Don't take business so personally]( Entrepreneurs have a great sense of ownership and commitment, but being unwilling to let go means they'll stew over failure and miss opportunities for success, says Leila Janah, founder and CEO of Samasource and LXMI. Entrepreneurs succeed by "realizing that the successes are the product of other people coming in and infusing their own life into ideas," she says. [The New York Times (free-article access for SmartBrief readers)]( (4/21) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Daily Diversion [] [There is no equation that adds up to a genius]( The formula for a genius is complicated and still unknown, but it appears to involve a combination of exemplary abilities in intellect, creativity, a cultured environment and powers of perception, writes Claudia Kalb. Also important is sheer hard work and persistence, as most attempts are not successful or rewarded, even with legends such as Thomas Edison. [National Geographic]( (5/2017) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [] The secret to so many artists living so long is that every painting is a new adventure. So, you see, they're always looking ahead to something new and exciting. The secret is not to look back. Norman Rockwell, artist [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [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 Thompson](mailto:lthompson@smartbrief.com) Editor - [James daSilva](mailto:leadership@smartbrief.com) Mailing Address: SmartBrief, Inc.®, 555 11th ST NW, Suite 600, Washington, DC 20004 © 1999-2017 SmartBrief, Inc.® [Privacy policy]( | [Legal Information]( Â