The idea of "failing fast" does sometimes prevent wasted effort and time, but thoughtfully explore the alternative of sticking it out, writes Naphtali Hoff. Questions to consider include how much progress you've already made toward your goals and whether you have the capacity to perform better than competitors.
Great leaders know they can't do it alone, so they recruit people who help them create order out of chaos, develop productive relationships and inspire employees to care about the organization's vision, write Deborah Ancona and Henrik Bresman. "[E]ffective leaders should know their strengths and weaknesses, so they can find people who complement them, not compliment them," they write.
More companies are adopting artificial intelligence capabilities, but a lack of strategy is preventing many of them from progressing faster, according to a McKinsey Global Survey. Incorporating AI in a scalable way requires leaders to commit to change management instead of focusing solely on new technology, write Michael Chui and Sankalp Malhotra.
CEOs have the luxury of being the earliest team members to come to terms with changes, so they need to remember to give employees time to adjust, says Tim Cook, CEO of Schick Esteve. Cook, who holds quarterly meetings with management and the entire company, says it is important to respond to issues, even if the only possible response is, "I'll tell you as soon as something changes."
Tomorrow's leaders may never reach that designation if we don't allow some leeway for communication that comes across as overly enthusiastic or candid, writes Karin Hurt. "We don't just need more people speaking up, we need to help our emerging leaders speak up in a way that can be heard so their ideas can add the most value," she writes.
Studies find we have happier, fuller lives when generations connect, writes Jenny Anderson. Both younger and older people experience a deeper sense of meaning, less loneliness and a better understanding of others when they spend greater quantities of time together, she writes.
An employer may need to lobby on behalf of an employee who achieves exceptional results but doesn't conform to some requirements, writes Edward Mady, general manager of The Beverly Hills Hotel. "They have different motivations and working styles, which allows them to make unique contributions to the organization's goals," he writes.
The New York Public Library's book-sorting team uses a Lynsgoe Systems sorting machine, something it learned about from the King County Library System in Washington state, to disperse books efficiently among libraries in the same boroughs. The two library systems pitted their book-sorting teams against each other earlier this month, tying the series at 3 to 3 when the New York City team sorted 12,330 books to King County's 10,007.
Why it matters: I might be biased after listening to Apple co-founder Steve Wozniak go on and on about how tech companies need to pay more attention to user data privacy rights, but I happen to think a tipping point has been reached. When you can get the same service without sacrificing your privacy, why wouldn't you?
This might be a strange analogy, but I think we might be in a world where the Facebooks and the Googles of the world are like the McDonald's of the restaurant industry. They are convenient and ubiquitous (and always a safe bet when you need some comfort food in a far-off land), but there is room in the tech industry for companies with a slightly different value proposition. "Keep your data private" could easily become the tech equivalent of "fresh, never frozen."
I guess I will ponder that on my flight home whilst listening to music and checking email on my Google Fi phone. Doh!
Why it matters: The menthol cigarette ban and stepped-up flavored e-cigarette restrictions target a vulnerable demographic: teenagers. Even though the ban wouldn't be as aggressive as it was rumored to be, the regulations could make a dent in consumption. In other news, happy Great American Smokeout day!
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