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Inspiring Others: SmartBrief Originals
The employee engagement strategy you need during the Great Resignation
The employee engagement strategy you need during the Great Resignation

Leaders can't force motivation, but you can help people find their purpose at work. Be warned: This process won't be easy.

Empathy: It's your game-changer
Empathy: It's your game-changer

How can leadership convert empathy from pity into action? Learn more about what empathetic, effective leadership looks like.

Will you speak up or will you remain silent?
Will you speak up or will you remain silent?

One way to think of leadership is that there are moments where you should speak up or do something -- but not everyone does. How can you recognize these leadership moments and do the right thing?

A musical response to the Great Resignation: Love the one you're with
A musical response to the Great Resignation: Love the one you're with

Leaders can respond to the Great Resignation by increasing their efforts at personal connection, clearing roadblocks and aiding their employees, or they can watch them go.

Leaders, understand the personal impact you have on culture
Leaders, understand the personal impact you have on culture

Leaders make an impact. The failure to understand that drives so much of today's toxic workplace atmospheres.

Management lessons from the dugout
Management lessons from the dugout

Batboys are a small part of a baseball team, but how they're incorporated into a team's culture and camaraderie says a lot about management and leadership.

The simple truths of leadership turn common sense into common practice
The simple truths of leadership turn common sense into common practice

The truths about common sense are easier than putting those principles into practice as leaders and employers. Here's some guidance from Ken Blanchard and Randy Conley on doing just that.

Are you a riser or a sinker?
Are you a riser or a sinker?

Are you a riser or a sinker? Take this quiz, and then learn more about what it means for your leadership.

How to change people without forcing them to change
How to change people without forcing them to change

Managers have a responsibility to develop their employees, which means changing them. Peter Bregman and Howie Jacobson have a guide to making that change more successful and getting employees to buy in to change.

It’s not personal, it's business?
It’s not personal, it's business?

We spend most of our waking hours preparing for work, at work or recovering from work, and yet it's not personal, it's just business? Susan Fowler explains why that's not the case, and where servant leadership can help.

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