Newly appointed leaders may feel eager to bring their ideas to fruition, but teams can resent too much change attempted too quickly, writes Jennifer V. Miller. People are more accepting of change when you learn what the culture will support and associate your ideas with something that's already successful, she writes.
Top-performing teams have a collective intelligence: They know their purpose, feel free to debate ideas and ask questions that get to the root of problems, writes Robert Staub, CEO of Staub Leadership International. "Do you have a set of 4 to 6 essential behaviors that you know are clearly outlined, coached for and reinforced from front line supervisors up to the CEO?" he writes.
Companies can balance immediate demands and the future by building a culture where challenging the status quo is encouraged, there's a pipeline of new products and executives are persistent in discussing the merits of strategy, writes Art Petty. "Great management teams are hungry to win in the moment and relentless at building for the future," he writes.
Team members need to know what's expected of them, with the leader communicating those asks clearly and often, write Karin Hurt and David Dye. Give people specific examples of expected behaviors, reinforcing them with reminders and acknowledgments every time they follow through correctly, they write.
Some words and phrases may seem complimentary but send a mixed message, writes Judith Humphrey. "Sensitive" can play into gender stereotypes, for instance, and "sharp as a tack" can come off as a backhanded compliment to older people, writes Humphrey, who offers four other examples.
Turning industry norms on their head works well for Build-A-Bear, which streamlines its inventory by having customers create the finished product, and Atlassian, which has no sales team, writes Jennifer Law. "By being selective about who it was targeting -- and then nailing their customer preferences -- Atlassian created a self-sustaining 'marketing movement' that took the place of a traditional sales department," she writes.
Spending a work day motivating people is time well spent, says Raul Pereda, CEO of PW Power Systems. "At the end of the day, selling products and services is what's important, but being able to do so where the whole company is supporting you in a focused way was really important," he says.
Pterodactyl remains found in Utah are estimated at more than 200 million years old, according to a study in the Nature Ecology & Evolution journal. The find is the most complete discovery of a pterodactyl from the Triassic era.
Business leaders can add more female directors to company boards by widening the scope of their search, expanding their networks and supporting women who are already in senior roles, writes Amy Vetter. The board's composition "can send the loudest signal to investors and customers about how your company operates and innovates," she notes.
Companies with high levels of gender diversity tend to differentiate themselves from the pack in several ways, writes Tacy Byham, CEO of DDI. These organizations often take a data-driven approach to hiring, tap into overlooked talent and encourage their employees to learn as they go, she writes.
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