Use these 4 strategies to minimize burnout risk

CEOs go silent on social justice. Should they speak up? | practice | How do you measure leadership trust? Try pizza and a dog Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( February 7, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](  [] Leading the Way [] [CEOs go silent on social justice. Should they speak up?]( [CEOs go silent on social justice. Should they speak up?]( (Teerapong Younglek/EyeEm/Getty Images) CEOs who were once vocal on social justice issues are now either measuring their responses or remaining silent, even in the wake of the death of Tyre Nichols in Memphis, Tenn., mainly due to factors such as economic uncertainty and stakeholder pushback on environmental, social and governance issues. Randell Leach, CEO of Beneficial State Bank, says leaders who continue to speak out "represent capitalism as it's meant to be: productive, responsive, innovative, forward-looking, and free," and World Economic Forum data shows younger workers still prioritize working for socially-conscious companies. Full Story: [Axios]( (2/2), [The Hill]( (2/3), [World Economic Forum]( (2/2) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Even if your company is not publicly speaking out about social justice issues, younger workers are keenly aware of whether your company is making progress in its diversity, equity and inclusion efforts. To many employees, "transparency is everything," says Arthur Sadoun, chairman and CEO of the Publicis Groupe. [] [How do you measure leadership trust? Try pizza and a dog]( Leaders want to build two kinds of trust with their team members, one where they'd tell you their concerns over dinner, and another when they would trust you to take care of something precious, like a pet, writes author and executive adviser Tracy Brower. Building both relationship and task trust, Brower writes, is a matter of giving people choices, being open and vulnerable with them and being accountable. Full Story: [Forbes (tiered subscription model)]( (2/5) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Micromanaging is the fastest way to lose both relationship and task trust, Brower writes, because it disempowers your team. Instead, give them a choice in their tasks and the autonomy they need to accomplish them, with you serving as a backstop for when they have questions. Field Sales is Dead Here's something salespeople would rather you didn't know. Most field activities today are technical in nature (best performed by technical folks, not salespeople). This book shows how to free salespeople from technical & account management tasks so they can focus on the pursuit of new business. [Get the book]( ADVERTISEMENT: [] SmartBrief on Leadership [] [Use these 4 strategies to minimize burnout risk]( [Use these 4 strategies to minimize burnout risk]( (wildpixel/Getty Images) Leaders can minimize the possibility of burnout by getting enough rest, actively working to improve their own mental health and empowering employees to solve their own problems by setting good boundaries, writes Marlene Chism. "When it comes to setting and enforcing boundaries, someone is going to be unhappy, but it doesn't always have to be you," Chism writes. Full Story: [SmartBrief/Leadership]( (2/6) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Another strategy Chism offers is to "seek regulation before resolution," meaning if an employee is upset, you'll need to listen deeply to them and take a break to create space and ease tension "before coaching, advising or offering feedback." [] [Read more]( from Marlene Chism on SmartBrief on Leadership [] Smarter Communication [] [10 ways your team knows you're a trustworthy leader]( Make yourself more approachable as a leader by putting down your phone and really listening, being sincere in your reactions, following through on your promises and building a reputation as someone who can keep a confidence, writes Jennifer V. Miller. "Your credibility depends on it and people won't come to you if they think you're not trustworthy," Miller writes. Full Story: [The People Equation blog]( (2/6) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: If a team member shares something that may trigger you, Miller recommends taking a deep breath and responding with curiosity instead of arguing or taking offense. Free eBooks and Resources Free eBooks and resources brought to you by our sponsors - [Quick Reference Guide – Microsoft Excel 2021 Advanced Guide]( - [The Ultimate Guide to Developing Self-Discipline]( - [Public Speaking at Work]( - [Tips & Tricks Guide – Career Planning – Why It's Essential for Your Success]( [] Smarter Strategy [] - [Is this the apocalypse for the tech industry?]( Stratechery (2/6) [] - [Do this when the status quo blocks organizational change]( NOBL Academy (2/5) [] - [Survey: CEOs worry about profitability over the next decade]( CNBC (2/6) [] SmartPulse [] What kind of challenge do you find the most interesting or exciting? Taking something that's been successful and building on that success 9.10% Taking something that's failing and turning it around 49.67% Building something new that no one has ever built before 41.23% [] Give me a challenge! 90% of respondents want to take on big challenges -- either fixing something that's broken or building something entirely new. Obviously these approaches carry significant risk with them, but the rewards and satisfaction that come with success are clearly attractive. Be sure to go into these situations fully aware that your chances of failure are high. You might not achieve the impact you want to have. Manage expectations with your stakeholders accordingly. There's no upside to an aggressive forecast of success. You'll simply be putting undue pressure upon yourself and set people up for disappointment if you don't achieve your lofty expectations. These situations are ones where you're best off underpromising and overdelivering. -- 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: When you have to deliver a tough message, what best describes your approach? [Vote]( [I deliver it directly and without apology or cushioning]( [Vote]( [I strike a balance between tough news and positive news]( [Vote]( [I soft-pedal the message and risk it not being received]( [Vote]( [I avoid delivering the message and hope they'll figure it out on their own]( [] Daily Diversion [] [Cambodian airplane house is not quite ready for takeoff]( [Cambodian airplane house is not quite ready for takeoff]( (YouTube) Chrach Pov, a 43-year-old Cambodian man, has [built a home]( in the shape of an airplane in the district of Siem Reap province, complete with windows, engines and landing gear that lifts the house up nearly 20 feet off the ground. Pov, who has not yet flown in a plane, says he saved for 30 years to afford construction of the home and plans to open a coffee shop nearby for visitors who stop to see his home. Full Story: [Nasdaq/Reuters]( (2/5), [YouTube]( (2/4) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartBreak: Question of the Day [] POLL QUESTION: What was the average number of licks required for Purdue University volunteers to get to the center of a Tootsie Pop? Check your answer [here](. [Vote]( [42]( [Vote]( [252]( [Vote]( [364]( [Vote]( [1,134]( [] About The Editor [] Candace Chellew Candace Chellew Candace Chellew Trust can make or break a leader. Whether it's your employees trusting you to [follow through on your promises](, trusting you to [help them handle their stress]( -- or [taking care of something precious to them]( -- or trusting that you'll [speak out]( on important issues, neglecting trust-building can be costly. [Data from mmhmm]( shows that 95% of employees say it's important for them to be trusted and autonomous on their jobs while 88% have quit a job where they didn't feel they were trusted. How important is trust to you in your job? If you're the boss and you expect to be trusted, your employees probably feel the same way. Today's issue has a lot of advice on how to build -- and maintain -- that trust so you can retain valuable employees. 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:candace.chellew@futurenet.com). And don't forget to send me photos of your pets, your office and where you spend your time off. [LinkedIn]( [Twitter]( [Facebook]( [Email]( Press Releases Sponsored Content [AIM Consulting Announces Kyle Mizell as Senior Vice President of Consulting Services]( [Post a Press Release]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. 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