Ways to use mindfulness to transform company culture

Transform stress so it becomes a tool for success | Ways to use mindfulness to transform company culture | Why "industrial-era management" is dead Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( November 30, 2022 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE]( ADVERTISEMENT Leading Edge [] [Transform stress so it becomes a tool for success]( Stress can cause many physical and mental challenges, but by reframing stressful situations and remembering how you have risen to challenges in the past, you can turn stress into a positive tool for success, says Columbia University professor Modupe Akinola. "Once we are able to welcome stress and embrace it, we can thrive and inspire others," Akinola says. Full Story: [Stern Strategy Group]( (11/29) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [Ways to use mindfulness to transform company culture]( Mindfulness can be a powerful tool for leaders if they use it as a way to monitor and support the mental health of employees and create a culture of healthy feedback, writes Manoj Gupta, managing director for UK and Europe at Qualitest. "Whatever we can do to ease the mental burden of the people in our care will pay back tenfold in their contributions to the company," Gupta writes. Full Story: [SmartBrief/Leadership]( (11/29) [LinkedIn]( [Twitter]( [Facebook]( [Email]( The Evolving Private Market Landscape Developments in private markets raise important considerations for CIOs thinking about long-term implications across their entire portfolio, beyond specific asset class opportunities. Learn more in PGIM's latest Megatrends research, [The New Dynamics of Private Markets]( ADVERTISEMENT: [] Strategic Management [] [Why "industrial-era management" is dead]( Most corporations are afflicted by the disease of "industrial-era management," which creates an environment in which all strategic decisions come from the top, units must battle for their share of the budget and innovation is unfunded, writes Steve Denning. "This way of running a company made a lot of money in the 20th century, but it's a poor fit with the emerging digital age," writes Denning. Full Story: [Forbes (tiered subscription model)]( (11/27) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [6 key elements of a good strategic plan]( To create an effective strategic plan, do your homework, clearly define a goal, seek quick consensus on direction and condense the strategy to a brief document that is referred to every time new decisions are needed, writes John Spence. "All strategy is the allocation of limited resources into the areas that create the most leverage for the organization," Spence writes. Full Story: [John Spence]( (11/28) [LinkedIn]( [Twitter]( [Facebook]( [Email]( Help lead the push for diversity, equity and inclusion with BRIDGE SmartBrief. BRIDGE, the first purpose-driven trade group focussed on pioneering DEI next practices, is pleased to partner with SmartBrief to curate insights, stories and editorial from leading sources. Make BRIDGE SmartBrief a part of your weekly routine and receive the latest news, best practices and insights in the DEI space. [Subscribe today](. ADVERTISEMENT [] Smarter Communication [] [How sales strategies can drive buy-in for change]( Leaders can use sales strategies to positively communicate change to employees by providing guarantees, giving them a say in final changes and using different communication avenues to get the message across, writes Dianna Booher. "Influencing people to take action or to change their mind often includes minimizing the risk of potential pain in a negative outcome," Booher writes. Full Story: [Booher Banter blog]( (11/29) [LinkedIn]( [Twitter]( [Facebook]( [Email](   Free eBooks and Resources Free eBooks and resources brought to you by our sponsors - [How Technology Can Help you Get a Good Night's Sleep]( - [10 Ways to Manage Stress in the Workplace]( - [10 Secrets For Managing Your Time]( - [A Brief Guide on How to Stop Procrastinating]( - [Resume Buzzwords: The Good and The Bad]( [] In Their Own Words [] [Bose CEO: Why leaders need people to challenge them]( Bose CEO Lila Snyder says when making decisions as a group she seeks to have the right people in the room who know how to act quickly and are willing to have an informed debate, which includes challenging one another. "Because you can get all the right people in the room, and then if the most senior or perceived powerful person in the room starts off and states what we're going to do, no one else actually gets a chance to voice what matters," Snyder says. Full Story: [The Verge]( (11/29) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Dogs level up their cognitive skills with video games]( Dogs playing video games may seem the stuff of social media viral videos, but a UK startup, Joipaw, is using games like whack-a-mole to improve canines' cognitive functions and keep them occupied. Co-founder Dersim Avdar says it took peanut butter smeared on the screen to entice dogs to begin to play, but once they get the hang of it, treats are dispensed when they succeed at the game. Full Story: [Axios]( (11/28) [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 [] [] What a feelin', being's believin', I can have it all, now I'm dancing for my life. [Irene Cara](, singer, actor 1959-2022 [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