How the C-suite can lead during an executive shakeup

6 "deposits" leaders should make to build team trust | practice (split each time) | How the C-suite can lead during an executive shakeup Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( January 23, 2024 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [X]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](  [] Leading the Way [] [6 "deposits" leaders should make to build team trust]( [6 "deposits" leaders should make to build team trust]( (Pixabay) Leaders can build up what leadership author Stephen Covey called an "emotional bank account" with their team members by depositing honesty, kindness and keeping commitments, which means teams are more likely to work hard for your company because they feel appreciated, writes Jason Evanish, the CEO Get Lighthouse, Inc. Evanish outlines Covey's six types of necessary deposits and what to do when you need to make a withdrawal, or inadvertently damage your team's trust in you. Full Story: [Lighthouse]( (1/19) [LinkedIn]( [X]( [Facebook]( [Email]( [] Put it into practice: Leaders should make frequent deposits in their employees' emotional bank accounts and [avoid six mistakes](, including making insincere apologies and not listening to their team members, writes Evanish. "Building a base of strong relationships allows you to guide your team through challenges that arise," Evanish notes.   [] SmartBrief on Leadership [] [How the C-suite can lead during an executive shakeup]( [How the C-suite can lead during an executive shakeup]( (designer491/Getty Images) Frequent C-suite changes, especially those involving the bulk of its officers, can wreak havoc on employee confidence, writes Alaina Love, CEO of Purpose Linked Consulting, who shares five leadership actions to avoid. Wiping the slate clean is a mistake, Love explains, because "firing everyone from a previous administration says a lot about a CEO's belief in their ability to lead." Full Story: [SmartBrief/Leadership]( (1/22) [LinkedIn]( [X]( [Facebook]( [Email]( [] Put it into practice: Companies in upheaval should think twice before dictating from above instead of getting input from workers, ignoring high performers who will end up recruited by the competition, [brushing off employee disillusionment]( and eschewing the need to inspire, Love writes. [] [Read more]( from Alaina Love on SmartBrief on Leadership [] Smarter Communication [] [Anxiety antidote: Shift your focus to the audience]( Businesspeople can control public-speaking anxiety by redirecting their focus from their own worries to the audience's needs, which consultant John Millen writes helps every time. "By centering your thoughts on delivering value and helping them, you can transform anxiety into a powerful tool for effective communication," Millen says. Full Story: [John Millen blog]( (1/20) [LinkedIn]( [X]( [Facebook]( [Email]( [] Put it into practice: Before a speech, practice mindfulness techniques, Millen advises. Then switch the focus to the audience by [making your content relevant]((and watching them get more interested), being genuine and interested in your topic, asking questions or engaging them in other ways. Free eBooks and Resources Free eBooks and resources brought to you by our sponsors - [Nonverbal Communications Skills -- The 10 Skills You Need to Learn]( - [70+ Excel Keyboard Shortcuts for Windows (Free Cheat Sheet)]( - [Best Practices for Email Etiquette]( - [11 Habits That Will Give You A Complete And Successful Life]( - [Creating Positive Habits - The Ultimate Guide]( [] Smarter Strategy [] - [Look outside your industry to find new problem-solving strategies]( Fast Company (tiered subscription model) (1/19) [] - [Learn better change management by studying this Ukrainian revolution]( Digital Tonto blog (1/21) [] - [Business leaders and investors look to create new ventures]( McKinsey (1/22) [] SmartPulse [] What is the biggest barrier to retaining high performers in your organization? We can't challenge them enough 10.21% We can't promote them fast enough 25.66% We can't pay them enough 39.36% We can't keep up with them and they get frustrated 16.03% Something else 8.74% [] Challenge, promote and pay them. It seems creating opportunities for career and financial advancement are the biggest barriers to hanging onto your high performers. There are only so many promotions to go around and budgets are always tight. Given those constraints, it requires you to think creatively as a leader. Are there roles in other functions, departments, or divisions of your company that would be promotions for this person? Sure, it means they leave your team but at least they stay with the company. There's also a good chance they'll "boomerang" back to your team in the future when you have an open role that's a fit for them because you took care of them. On the pay front, are there creative spot bonus programs available? One-time award grants? Other benefits that don't hit the salary line of your budget? Are you budgeting aggressively enough to create salary space for the next time you have to advance them? Sure, it's hard keeping your high performers. It's even harder losing them and hiring/training someone new to fill their shoes. Put in the effort to keep them. -- 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]( [X]( [Facebook]( [Email]( [] In Their Own Words [] [Why it's up to leaders to be "friction fixers"]( [Why it's up to leaders to be "friction fixers"]( (Pixabay) Leaders can often succumb to "friction blindness" as they ascend into the C-suite, where they don't have the same everyday inconveniences and challenges faced by their teams or customers, says Robert Sutton, a Stanford University professor and co-author of "The Friction Project." Fix friction by asking, "What do I make hard and what do I make easy?" says Sutton, adding: "And it's important to think of yourself as a trustee of other people's time." Full Story: [Katie Couric Media]( (1/17) [LinkedIn]( [X]( [Facebook]( [Email]( [] Daily Diversion [] [UPS driver gladly goes to the dogs on Instagram]( New Orleans-based UPS driver Jason Hardesty is dispelling the myth of dogs versus delivery people by posing for selfies with all the dogs he encounters on his daily route and posting a weekly photo. The practice began after he snapped a picture of a chance encounter with a dog and posted it to [his Instagram account](, which has led to more photos with cats, pigs, rabbits, goats and even Hardesty himself in a dog costume. Full Story: [My Modern Met]( (1/19) [LinkedIn]( [X]( [Facebook]( [Email]( [] Most Read by CEOs The most-clicked stories of the past week by SmartBrief on Leadership readers [] - [4 things to keep in mind to plan effective meetings]( Chief Executive [] - [Want to build a safe, engaging culture? Use science!]( ThoughtLeaders [] - [Don't believe your own words? Your body will betray you]( Forbes (tiered subscription model) [] - [5 crucial steps leaders can take before their vacation]( People Matters (India) [] - [How powerful phrases can chill hot emotions at work]( Let's Grow Leaders [] SmartBreak: Question of the Day [] Jack LaLanne, the original TV fitness guru who lived to the age of 96, once appeared on the TV show "You Asked for It" and did how many pushups in 23 minutes? [Vote]( [230]( [Vote]( [450]( [Vote]( [723]( [Vote]( [More than 1,000]( [] About The Editor [] Candace Chellew Candace Chellew Chellew I have [written about emotional (or trust) bank accounts](, but Jason Evanish's [reminder of Steven Covey's idea]( is always timely. I have had bosses who didn't even know such accounts existed and made numerous withdrawals until there was no trust left, and usually no choice but to leave for another job. The point of such an account is to have it so full through demonstrating concern, trustworthiness and transparency with your team that if you need to make a withdrawal because of a challenging situation, you have enough trust in the bank to bounce back quickly. A full account can also safeguard against broken trust when a leader may inadvertently break a trust or make a mistake. Leaders should strive to make deposits in those emotional accounts daily. Without these trust deposits, you may find your best team members heading for healthier cultures -- perhaps at your competitor. 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. 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