Leadership
Top stories summarized by our editors
5/25/2018

SmartBrief has updated its Privacy and Cookie Policy. Here are the key things for you to note: Our Privacy and Cookie Policy has been rewritten to make it easier to understand and to address new EU requirements. The policy outlines how we collect, use, share and protect your personal data. It also includes details on how you can make choices about your information and the measures we've put in place to keep your information secure. We encourage you to review our new policy at smartbrief.com/privacy.

Full Story:
smartbrief.com
5/25/2018

Overextended teams need planned communication that's concise, accompanied by blocks of uninterrupted work time and occasional breaks to re-energize, writes Naphtali Hoff. "You also might suggest -- and try yourself -- ignoring your email and letting your phone pick up messages during that time," he writes.

Full Story:
SmartBrief/Leadership
More Summaries:
Naphtali Hoff
5/25/2018

Getting to know people and supporting that interaction with data helps leaders grow teams, writes S. Chris Edmonds. "As you embrace proactive relationship management, pay close attention to my 'big three' -- engagement, service, and results," he writes.

Full Story:
Great Leadership
More Summaries:
S. Chris Edmonds
5/25/2018

Josh Reich, former CEO of online bank Simple, says the industry continues to struggle with helping customers manage their money. "People are really bad at making complex financial decisions, and those choices, when you make them incorrectly, not only penalize in terms of getting suboptimal returns for the customers, but there's a lot of fees that are levied as well," he says.

Full Story:
Slate
More Summaries:
Josh Reich
5/25/2018

Former Dollar General CEO Cal Turner Jr. learned how to ask questions of his employees that resulted in valuable insight. "The boss needs the reputation of seeking the actionable truth, not what you think the boss should want to hear," he said.

5/25/2018

Every leader requires competence, commitment, courage and caring, says Karen Durham-Aguilera, executive director of Army National Military Cemeteries. The bad leaders she's worked with "didn't care, didn't exhibit any confidence in the people around them, didn't underwrite their risk of a potential failure as well as success," she says.

More Summaries:
Karen Durham-Aguilera
5/24/2018

The US government will seek to take control of infected routers and storage devices from hackers after being warned of an impending cyberattack against Ukraine. The FBI has also received permission to take control of an internet domain that a Russian hacking group was using to control the infected devices.

Full Story:
Reuters
More Summaries:
FBI
5/24/2018

We spend too much time trying to motivate different generations based on what we think they value, writes Susan Fowler. "Instead of trying to 'motivate' millennials based on their programmed values, try a different approach: Help individuals develop conscious and meaningful values," she writes.

Full Story:
SmartBrief/Leadership
More Summaries:
Susan Fowler
5/24/2018

Lots of people have big ideas, but they must be able to show the CEO why the potential gain is worth the upheaval and risk, writes Jean-Louis Gassee. If your idea is that good, he writes, you'll need to -- respectfully -- go over your manager's head with a plan for what will happen, how long it'll take and what's needed to execute it.

Full Story:
Monday Note blog
More Summaries:
Jean-Louis Gassée
5/24/2018

Early artificial intelligence researcher Judea Pearl says the field has stagnated because it focuses on associative reasoning instead of causal reasoning. "If we want machines to reason about interventions ('What if we ban cigarettes?') and introspection ('What if I had finished high school?'), we must invoke causal models," he says.

Full Story:
Quanta Magazine
More Summaries:
AI