SUPERVISORS MAKE OR BREAK EMPLOYEE JOB SATISFACTION [1]

An article from McKinsey & Co. states businesses that seek external social contributions should look in the mirror. Improving workers' job satisfaction, according to the article, could be the most important thing businesses do. It's a defining moment. How can companies conserve cash and aggressively restructure? Simply keeping employees happy can boost profitability and enhance organizational health. Click for article

Expiring vs. Permanent Skills [2]

Morgan Housel writes that there are two kinds of skills: expiring and permanent. Expiring skills are vital at a given time, yet prone to diminishing as technology improves and fields evolve. Permanent skills were as essential 100 years ago as they will be in 100 years. At least eight permanent skills apply to many fields. Click for article

How to Be a Superboss: Hire Most Talented, Push Constant Learning [3]

Nurturing talent will help companies survive the global COVID-19 pandemic, according to Peter Cappelli and Sydney Finkelstein. Cappelli, a professor of management at The Wharton School at the University of Pennsylvania, and Finkelstein, a professor of management at the Tuck School of Business at Dartmouth College, recently recorded a podcast on superbosses. The key, they said, is finding the best talent, then pushing them to continue learning and hitting goals. Click for podcast and transcript

Leadership Tip: Find Your Trusted Dissenter [4]

Receptivity to challenge from someone with a different viewpoint helps leaders reexamine their perspectives and validate their choices, writes Alaina Love for SmartBrief. Love writes of a study by Taly Reich of Yale University and Sam Maglio of the University of Toronto. The pair studied how leaders stubbornly defend a choice based on whether they made that choice rationally or emotionally. Reich and Maglio set up seven experiments and repeatedly found that the choices study participants were most likely to unwaveringly defend were choices where emotion or gut instinct drove the decision. "Further," Love writes, "they stubbornly defended and clung to those wrong choices and found a way to feel good about their decisions. One of the ways in which they did so was by questioning the competency of the individuals who provided proof of their mistake." Click for article

The CEO Moment: Leadership for a New Era [5]

The COVID-19 pandemic is a challenge for businesses and their CEOs: an abrupt dislocation of how employees work, how customers behave, how supply chains function, and even what constitutes business performance, according to the McKinsey & Co. report "The CEO Moment: Leadership for a New Era." Confronting the moment, CEOs have shifted how they lead. The changes have great potential beyond this crisis. The report explores four shifts in how CEOs are leading that are also better ways to lead a company: Unlocking bolder ("10x”) aspirations. Elevating their “to be” lists to the same levels as “to do” in their operating models. Fully embracing stakeholder capitalism. Harnessing the full power of their CEO peer networks. If these shifts become permanent, according to the report, they could hold the potential to recalibrate organizations and how they operate, companies' performance potentials, and their relationships to critical constituents. Click for report

HOW TO EXUDE EXECUTIVE PRESENCE LIKE ANTHONY FAUCI [6]

People gravitate toward leaders like Dr. Anthony Fauci* who exude executive presence, writes Joel Garfinkle for SmartBrief. Fauci commands authority, makes bold decisions, speaks candidly and drives toward solutions, even when things get difficult and frightening, Garfinkle writes. He explores the nuances of Fauci's executive presence so other leaders can elevate their executive presence. Fauci, according to Garfinkle: Radiates gravitas. Acts with authority. Establishes credibility. Communicates powerfully. Click for article *You can note how Fauci exudes executive presence during a free 30-minute live event from 3 to 3:30 p.m. EDT Thursday, July 2 on LinkedIn. Register here for "Dr. Anthony Fauci: What It Will Take to Defeat COVID-19," presented by the Harvard Business Review.

6 Reasons Your Strategy Makes Your Company Ineffective [7]

Most efforts to transform organizations will fail, writes Michael Beer, the Cahners-Rabb Professor of Business Administration, Emeritus, at Harvard Business School. "And, in most cases, these efforts will miss the mark not because the new strategy is flawed, but because the organization can’t carry it out," according to Beer's recent article on strategy. To survive the pandemic, Beer writes, leaders must examine six hidden barriers that make their companies ineffective: Unclear values and conflicting priorities Ineffective senior team Ineffective leadership styles Poor coordination Inadequate leadership development Inadequate vertical communication Click for article

Innovation in a Crisis: Why it's More Critical Than Ever [8]

A McKinsey & Co. article asserts that the COVID-19 crisis presents an opportunity few feel equipped to pursue. Among surveyed executives across industries, only 21% said they have the expertise, resources and commitment to pursue new growth successfully. Nearly 75% said changes brought about by the COVID-19 pandemic will be a big opportunity for growth, with variation across industries. Nevertheless, most leaders are focusing on current problems instead of the future. This decline in focus on innovation is evident across all industries surveyed except for pharmaceuticals and medical products, which show a nearly 30% increase in the immediate focus on innovation. Click for report

3 Critical Steps to Climb Out of the COVID-19 Crater [9]

Economic leadership expert David Nour, in a Forbes article, writes, "In a recent conversation with a long-time friend and colleague, Mark Kaiser, we discussed what it would take to climb out of the current economic crater. "Mark, as a successful entrepreneur and CEO of high-growth businesses, has spent his entire business life focused on interpreting incomplete and imprecise data that were directional. In our experience, lack of immediacy in available and actionable data can often lead to invalid assumptions, reliance on outdated tools in uncharted waters, and poor decisions regarding the strategic path." Nour and Kaiser explain three steps they think will be critical for businesses. Click for article

31 BAD BOSS BEHAVIORS THAT LAND YOU ON THE NAUGHTY LIST [10]

Want a sneak peek at the reasons employees place their bosses on the naughty list? Do you respond to employees' requests immediately, or do you blow them off and have to be reminded? Have you asked several workers to accomplish the same task ... because you forgot someone was already taking care of it? Do you expect your workers to pick up your slack when you're kicking up your heels? Do you overlook sharing critical information with the team ... or keep it from them on purpose? Click for article

Pages