Solve your problem-solving problems | Great culture builds great teams | A CEO's role in digital transformation
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June 1, 2017
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Leading Edge
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[Solve your problem-solving problems](
The most effective leaders ask three questions before they enact problem-solving efforts, writes Scott Cochrane. The questions involve figuring out whether there's a problem or just tension to be managed, deciding whether the problem is their cross to bear and measuring how big the problem is. [Scott Cochrane blog]( (5/29)
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[Great culture builds great teams](
Leaders need to consider how people fit in with their team's culture before ceding them too much power, writes Mike Figliuolo. Culture needs to be a factor in leadership selection, promotion selection, hiring and the overall team structure. [ThoughtLeaders blog]( (5/31)
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Whatâs driving voters to extremes?
From globalisation to immigration, what's really driving popular support for more extreme political ideologies? And what are the economic implications if such parties gain power? [Explore our Research insights.](
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Strategic Management
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[A CEO's role in digital transformation](
CEOs need to lead the charge when it comes to digital transformation within an organization, write Martin Danoesastro, Tom Reichert and Grant Freeland. They outline five principles for leaders to consider, including learning from successful organizations, developing a vision for the transformation and recruiting the right talent. [The Boston Consulting Group]( (5/22)
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Smarter Communication
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[How to reduce speech anxiety](
How to reduce speech anxiety
(Pixabay)
Speaking anxiety is normal, but it can be addressed, writes Stephanie Scotti. She outlines ways to curb nervous habits, such as standing with one foot slightly in front of the other to avoid swaying, holding an ice-cold bottle of water during a presentation so you don't heat up and using positive distractions before you go on stage to manage stress. [SmartBrief/Leadership]( (5/31)
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[Ways to redeem your credibility](
Fewer than 40% of individuals find CEOs credible, according to the 2017 Edelman Trust Barometer, a sign that leaders need to be more authentic to boost trust, writes Gwen Moran. Avoid blaming others, false apologies, assertions with no backing, dodging questions and ambiguity in denying negative claims, she recommends. [Fast Company online]( (5/31)
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The Big Picture
Each Thursday, what's next for work and the economy
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[In defense of growing wages in a strong economy](
The low inflation rate and growing job market haven't led to a meaningful increase in employee wages, which goes against what economists normally predict to be the case, writes Neil Irwin. Leaders need to consider that low-wage growth can negatively affect innovation and productivity, he notes. [The New York Times (free-article access for SmartBrief readers)]( (5/26)
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In Their Own Words
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[Be the faucet, not the drain, on your team](
Be the faucet, not the drain, on your team
(Pixabay)
Mary Brinegar, president and CEO of the Dallas Arboretum and Botanical Society, says it's important for leaders to not "accept seat warmers who touch a lot of paper but get nothing done each day. We say internally 'Are you the faucet or are you the drain?' " [HuffPost]( (5/30)
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Daily Diversion
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[Wear more sunscreen more often](
Use a shot-glass-sized amount of sunscreen to protect your body and a nickel-sized amount for your face and neck for every two hours spent in the sun, writes Kerry Hanson. The Food and Drug Administration regulates the efficacy sunscreens can claim, and the standards have become increasingly strict over the years. [The Conversation (U.S.)]( (5/26)
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Perseverance is not a long race; it is many short races one after another.
Walter Elliott,
clergyman
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