Good people don't follow inconsistent leaders

Good people don't follow inconsistent leaders | practice | Business fortune can turn on a dime, so prepare now Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( April 6, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](  [] Leading the Way [] [Good people don't follow inconsistent leaders]( [Good people don't follow inconsistent leaders]( (phototechno/Getty Images) Some leaders may adopt a specific "persona" in the office, but if your values and actions are incongruent, others will notice, writes executive coach John Rex, who recommends clearly identifying your values based on experience, faith and other practices. Leaders who have the most influence, notes Brian Smith, the founder and senior managing partner of IA Business Advisors, are those who also emphasize accountability for themselves and others and know how to identify their own biases and appreciate others. Full Story: [Forbes (tiered subscription model)]( (4/3), [Chief Executive]( (4/4) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Begin to clearly define your values by thinking about times when you've been in the "flow" or what kind of books, teachers or philosophies that attract you have in common, [Rex recommends](. "We're all capable of being a positive influence when we understand the responsibility entailed in wielding our influence," [Smith adds](. [] SmartBrief on Leadership [] [Business fortune can turn on a dime, so prepare now]( [Business fortune can turn on a dime, so prepare now]( (MirageC/Getty Images) Business success never follows a straight line, which means leaders must be aware of the turns they'll need to make, or anticipate, to discover new possibilities and opportunities, writes Steve McKee, co-founder of McKee Wallwork, in this excerpt from his new book, "TURNS: Where Business Is Won and Lost." "Most of the turns we make in business won't be life-and-death decisions, but we would do well to consider them carefully anyway," McKee writes. Full Story: [SmartBrief/Leadership]( (4/4) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: [McKee compares]( the turns leaders face to how pilots need to know how to safely regain control of their airplane when it stalls out and loses altitude. Being able to pull out of a business nosedive and set a new course are some of the turns leaders should prepare for now. [] [Read more]( from Steve McKee on SmartBrief on Leadership [] Smarter Communication [] [How to cool off what could be an overheated conversation]( When a conversation partner seems emotionally "off" in some way, Lara Hogan recommends becoming a "thermostat" instead of a "thermometer" by using body language to signal that you're listening deeply to them and suggest postponing further discussion to give them time to recover. "Your whole goal here is to set or reset the temperature of the room by modeling it with your tone, body language, and word choice," Hogan writes. Full Story: [Lara Hogan]( (4/4) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: If you feel an emotional intensity starting to build in a conversation, "ask an open question about what they need or how they're feeling," [Hogan suggests](. "This way you'll know if you need to get your thermostat hat on." [] Future of Work Your work future could include ... [] - [Will innovation be able to evolve with a remote workforce?]( Harvard Business School Working Knowledge (4/4) [] - [How leaders can adapt to the workplace's new realities]( StrategicCHRO360 (4/4) [] - [Could AI finally mean we all work shorter weeks?]( TIME (tiered subscription model) (4/5) [] In Their Own Words [] [Bill George: Lead with purpose to gain fulfillment]( Leaders can't count on charisma or command and control anymore, says Harvard Business School professor and former CEO of Medtronic Bill George, who counsels leaders to get in touch with their values, help those around them and seek fulfillment and purpose for themselves and others. "Making money for shareholders is not a purpose. Saving lives, restoring people to health, addressing climate change, offsetting income inequality -- these are valid purposes," George says. Full Story: [McKinsey]( (4/5) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Elephants may be more like humans than we realized]( Elephants may be more like humans than we realized (Pixabay) Self-domestication occurs when wild animals develop traits such as prosociality and a tendency toward reduced aggression, which are similar to those seen in domesticated animals, but the phenomenon has only been documented in bonobos, humans and now elephants, according to a new study in Proceedings of the National Academy of Sciences. The team found 19 cognitive, behavioral and physiological traits that were shared among humans, bonobos and elephants but not other species, and they also discovered a number of rapidly evolving genes that have been associated with domestication. Full Story: [Science (tiered subscription model)]( (4/3) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartBreak: Question of the Day [] The Teenage Mutant Ninja Turtles were named after Renaissance painters, like Raphael (b. April 6, 1483). Which artist below is not the name of a TMNT? Check your answer [here](. [Vote]( [Donatello]( [Vote]( [Leonardo]( [Vote]( [Michelangelo]( [Vote]( [Tintoretto]( [] About The Editor [] Candace Chellew Candace Chellew Candace Chellew "Your values become your destiny," said Mahatma Gandhi, and the articles in today's issue seem to back up that sentiment. When our actions are in conflict with our values, those around us notice and tend to distrust our motives. Taking time now [to identify our values]( by examining what is important to us -- whether it's trust, compassion, fairness or unity -- can go a long way to helping us become [the kind of leader]( that not just others would admire, but that we would admire about ourselves. What are your values? How did you go about identifying them and how do you live into them as a leader? [Let me know](mailto:candace.chellew@futurenet.com)! 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. Help Spread the Word [SHARE]( Or copy and share your personalized link: smartbrief.com/leadership/?referrerId=japnABMSAp [] [] I am hitting my head against the walls, but the walls are giving way. 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