Leaders who share weaknesses are seen as stronger

Leaders who share weaknesses are seen as stronger | practice | Ditch power for influence to create resilient leadership Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( March 2, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE]( ADVERTISEMENT Leading the Way [] [Leaders who share weaknesses are seen as stronger]( [Leaders who share weaknesses are seen as stronger]( (Yutthana Gaetgeaw/Getty Images) Both male and female leaders who shared a weakness with subordinates were viewed as more authentic and the sharing was not judged as feeling manipulative by those who heard or read about them, according to a study co-authored by Kellogg School professor Maryam Kouchaki. There is a vulnerability "sweet spot," says Kouchaki, who warns against sharing personal moral failures such as lying or being rude to others. Full Story: [Kellogg Insight]( (3/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: The study shows sharing a vulnerability is most effective when it's voluntary. Researchers found when a leader was asked to share a flaw, their perceived authenticity was lost. [Participant Advice and SEC Rulings]( The latest DC Pulse dives into the types of retirement advice that participants value. Explore what types of services other plan sponsors are offering to meet this need. Get a quick update on recent SEC and DOL rulings. ADVERTISEMENT: [] SmartBrief on Leadership [] [Ditch power for influence to create resilient leadership]( [Ditch power for influence to create resilient leadership]( (Philip Steury/Getty Images) It may be easy for a leader to grab power and lead people through the strength of their will, but leaders who take the time to cultivate influence will develop a long-lasting skill to attract and inspire followers, writes Steve McKee, co-founder of McKee Wallwork + Co. Influential leaders are those who see the dignity and humanity of those around them and lead by example in ways in which they can be proud, McKee writes. Full Story: [SmartBrief/Leadership]( (3/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: There's no shortcut to becoming an influential leader, McKee writes. It takes time to identify our own values and live into them. "If we want to influence others, we must first be worthy of influence," McKee writes. [] [Read more]( from Steve McKee on SmartBrief on Leadership [] Smarter Communication [] [Change your mindset to become and effective networker]( Make networking effective by focusing on how you can help others instead of the other way around, deciding if you want to attend small or large networking events, keeping records of who you meet and following-up to deepen relationships, writes Christine de Largy, and executive fellow with the Leadership Institute at the London Business School. "It takes effort to build your network, but is enjoyable when you choose to be curious, have a learning mindset, and want to help people," de Largy writes. Full Story: [Forbes (tiered subscription model)]( (3/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: By building off of as few as five contacts, you can grow your network by 15 to 50 to 150 people by meeting associates of those you already know, de Largy notes. "When building your network, plan in these terms, to manage the frequency and type of contact at each level." 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]( [] Future of Work Your work future could include ... [] - [What is Web3 and how will it revolutionize jobs?]( World Economic Forum (2/24) [] - [How to design effective evaluations for a remote workforce]( Forbes (tiered subscription model) (2/28) [] - [How employees are redefining work-life balance]( BBC (2/28) [] In Their Own Words [] [The key traits this CEO looks for in new hires]( Hal Rosenbluth, the CEO of New Ocean Health Solutions, says the key qualities he looks for in hires are honesty, agility, authenticity, curiosity and kindness. "If they're not kind, there's going to be no collaboration with their colleagues," Rosenbluth says. Full Story: [LinkedIn]( (3/1) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Paper plane created by engineers breaks world record]( Two Boeing engineers spent months studying aerodynamics, origami and angles of trajectory, then relied on the brute force of the thrower, to set a new Guinness World Record for the longest flight for a paper airplane -- almost 290 feet. It took the engineers 20 minutes to fold the plane which resembled more of a dart than the kind of chunky, clunky paper planes the rest of us probably folded at our desks in school. Full Story: [Jalopnik]( (2/24) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartBreak: Question of the Day [] [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] About The Editor [] Candace Chellew Candace Chellew Candace Chellew I spent part of my career working in university public relations departments. The top boss in my first job was a micromanager whose lack of empathy was the stuff of legend. Even her own grandchildren called her "Grambo" -- a play on the movie character of "Rambo." She was the epitome of someone who led through power -- brute force in many cases. My immediate boss in my second job was completely opposite. In our initial interview, she [voluntarily shared some of her weaknesses and vulnerabilities]( with me. After I was hired, she proved to be one of the most compassionate and empathetic bosses I have ever worked for and with. She expertly led by influence. I lasted about a year in the first job. I could not get out fast enough. I spent seven years with my second boss and only left because the grant for the project ended. The contrast makes [Steve McKee's exposition of power versus influence]( palpable for me, and I suspect it resonates with anyone who has worked for bosses who relied on power over influence. Influential leaders make you feel valued, seen and part of the overall mission of the organization. You may ride the coattails of powerful leaders, but ultimately, their goal is to serve their own needs, not yours. Which would you rather follow? Maybe, more importantly, which would you rather be? 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]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. 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